Operating across North America, J.B. Hunt Transport Services, Inc. specializes in ground transportation, last-mile delivery, and comprehensive logistics solutions. Its operations are ...
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Est. EPS $7.84 · Revenue $13.69B · 17 analysts
Est. EPS $2.75 · Revenue $3.85B · 6 analysts
Est. EPS $2.95 · Revenue $3.96B · 12 analysts
Est. EPS $10.16 · Revenue $14.95B · 17 analysts
$1.78 per share
$1.78 per share
| Metric | Latest | 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). | $12.0B | -0.7% | +14.4% |
| 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. | $598.3M | +4.8% | +27.9% |
| 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. | +13.3% | -22.0% | -64.2% |
| 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). | +7.2% | +4.8% | +9.6% |
| 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. | +5.0% | +5.6% | +11.8% |
| 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. | $947.6M | +53.4% | +4.3% |
| 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. | +7.9% | +54.5% | -8.8% |
| 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. | 53.0% | +18.8% | -13.6% |
| 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. | 0.83x | -21.5% | -0.2% |
| 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. | $8.1B | -4.5% | +0.2% |
| Metric | Annual (A vs E) | Annual Surprise | Quarter (A vs E) | Quarter Surprise |
|---|---|---|---|---|
| EPS Surprise | 6.12 vs 6.05 | +1.2% | 1.91 vs 2.75 | -30.5% |
| Revenue Surprise | $12.0B vs $12.0B | -0.2% | $3.5B vs $3.8B | -9.1% |
| Date | Executive | Title | Security | Side | Shares | Price |
|---|---|---|---|---|---|---|
| Jun 5, 2026 | Keefauver David | officer: EVP of People | Common Stock | D | 703 | $285.13 |
| Jun 5, 2026 | Webb Brian | officer: EVP- Final Mile Services | Common Stock | D | 1,500 | $284.01 |
| Jun 2, 2026 | GARRISON EARL WAYNE | officer: Honorary Founding Director | Common Stock | D | 76,744 | — |
| May 29, 2026 | Hobbs Nicholas | officer: EVP and COO | Common Stock | D | 6,204 | — |
| May 28, 2026 | ROBO JAMES L | director | Common Stock | A | 37,856 | $270.24 |
Operator: Please note, this event is being recorded. I would now like to turn the conference over to Andrew Hall, Senior Director of Finance. Please go ahead. Andrew Hall: Good afternoon. Before I introduce the speakers, I would like to provide some disclosures regarding forward-looking statements. This call may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as expects, anticipates, intends, estimates, or similar expressions are used to identify these forward-looking statements. These statements are based on J.B. Hunt's current plans and expectations and involve risks and uncertainties that could cause future activities and results to be materially different from those set forth in the forward-looking statements. For more information regarding risk factors, please refer to J.B. Hunt's annual report on Form 10-K and other reports and filings with the Securities and Exchange Commission. I would like to introduce the speakers on today's call. This afternoon, I'm joined by our President and CEO, Shelley Simpson; our CFO, Brad Delco; Spencer Frazier, EVP of Sales and Marketing; our COO and President of Highway Services and Final Mile, Nick Hobbs; Brad Hicks, President of Dedicated Contract Services; and Darren Field, President of Intermodal. I'd like to turn the call over to our CEO, Ms. Shelley Simpson, for some opening comments. Shelley? Shelley Simpson: Thank you, Andrew. Good afternoon. I want to start by thanking our employees across the organization for their hard work and relentless focus on serving our customers safely. We continue to operate in a dynamic environment that requires us to be nimble, make decisions quickly, and adapt as conditions change. Time and again, our people have demonstrated their ability to do exactly that while remaining operationally excellent. As we move through the year, we remain focused on executing against the priorities we outlined at the beginning of 2026. First and foremost, that means driving disciplined growth through operational excellence. Customer conversations around pricing continue to evolve alongside a market that is changing rapidly. We are pushing where we can and where we need to. Second, we are leveraging the investments we've made in our people, technology, and capacity to create sustainable competitive advantages. While the market environment has improved, our focus on cost control has not changed. We remain committed to removing structural costs from the business and improving the way we operate. That discipline is a critical component of our long-term strategy and positions us to perform well across market cycles. Third, we are focused on repairing margins and generating long-term shareholder returns. We have made meaningful progress repairing margins, and while further opportunity remains, we are encouraged by the trajectory of the business. We continue to have transparent conversations with customers about the …
| Name | Title | Compensation | Gender | Year Born | Status |
|---|---|---|---|---|---|
Shelley Simpson | President, Chief Executive Officer & Director | USD 2,076,842 | Female | 1972 | Active |
John N. Roberts | Executive Chairman | USD 1,515,183 | Male | 1964 | Active |
Nicholas Hobbs | Chief Operating Officer, President of Highway & Final Mile Services and Executive Vice President | USD 1,328,142 | Male | 1963 | Active |
Darren Field | Executive Vice President & President of Intermodal | USD 1,138,141 | Male | 1971 | Active |
John Kuhlow | Senior VP of Finance & Chief Accounting Officer | USD 1,028,633 | Male | 1971 | Active |
Bradley W. Hicks | President of Dedicated Contract Services & Executive Vice President | USD 589,676 | Male | 1973 | Active |
A. Brad Delco | EVice President of Finance & Chief Financial Officer | USD 560,267 | Male | 1984 | Active |
Kevin Bracy | Senior Vice President of Finance & Treasurer | — | Male | 1971 | Active |
Stacey Griffin | Senior Vice President of Intermodal Pricing | — | Female | — | Active |
David Keefauver | Executive Vice President of People | — | Male | 1973 | Active |
Jennifer R. Boattini | Senior Vice President of Legal & Litigation, General Counsel and Corporate Secretary | — | Female | 1973 | Active |
Spencer Frazier | Executive Vice President of Sales & Marketing | — | Male | 1971 | Active |
Stuart L. Scott Jr. | Executive Vice President & Chief Information Officer | — | Male | 1967 | Active |
JBHT's strong share gains, upbeat estimates, environment-friendly solutions for customers and shareholder-friendly moves strengthen its position.
Bank of Nova Scotia acquired a new position in shares of J.B. Hunt Transport Services, Inc. (NASDAQ: JBHT) during the undefined quarter, according to its most recent disclosure with the SEC. The institutional investor acquired 26,907 shares of the transportation company's stock, valued at approximately $7,788,000. Several other hedge funds have also modified
On August 24, 2026, JB Hunt Transport Services Inc (JBHT) shares fell 5.7%, closing at $259.88. This decline comes amid a 52-week trading range of $130.12 to $2
BlackRock Inc. bought a new stake in J.B. Hunt Transport Services, Inc. (NASDAQ: JBHT) in the undefined quarter, according to its most recent disclosure with the SEC. The fund bought 6,335,217 shares of the transportation company's stock, valued at approximately $1,833,602,000. BlackRock Inc. owned approximately 6.75% of J.B. Hunt Transport Services at the
Empowered Funds LLC lessened its holdings in shares of J.B. Hunt Transport Services, Inc. (NASDAQ: JBHT) by 66.0% in the first quarter, according to the company in its most recent disclosure with the Securities and Exchange Commission. The institutional investor owned 3,247 shares of the transportation company's stock after selling 6,317 shares during
