Founded in 1995 and headquartered in Hamilton, Bermuda, Nordic American Tankers Limited (NAT) is a shipping enterprise focused on the acquisition and ...
Nordic American Tankers Limited (NAT) is a Bermuda-incorporated (1995) tanker operator headquartered in Hamilton. The company’s core strategy is specialized fleet focus: NAT manages a Suezmax-class, double-hull crude oil tanker fleet (a “Suezmax-only” approach), aiming to concentrate operational expertise, streamline vessel management, and maintain consistency in asset characteristics. From a ...Nordic American Tankers Limited (NAT) is a Bermuda-incorporated (1995) tanker operator headquartered in Hamilton. The company’s core strategy is specialized fleet focus: NAT manages a Suezmax-class, double-hull crude oil tanker fleet (a “Suezmax-only” approach), aiming to concentrate operational expertise, streamline vessel management, and maintain consistency in asset characteristics.
From a business model perspective, NAT operates across international routes as well as in Bermuda, typically earning revenue through chartering arrangements (including time-charter style exposure common in the tanker market). In this structure, revenue is heavily linked to tanker demand, freight rates, and the utilization of its vessels—while costs are largely driven by vessel ownership and operation (such as crewing/management, maintenance, insurance, and compliance). Because tankers are capital-intensive assets, NAT’s financial profile often reflects the dynamics of capital markets, vessel valuations, lease/charter terms, and interest rate conditions.
Product/asset-wise, NAT does not sell “products” in the typical consumer sense; its “products” are transportation capacity and associated charter services provided by its vessels. The company’s fleet is designed to serve crude oil transport needs for shippers globally. This specialization can affect risk and performance: it concentrates exposure to the Suezmax segment of the global tanker market rather than diversifying into other tanker sizes.
On capital allocation and shareholder orientation, NAT has declared dividends (the dataset includes a trailing dividend per share figure and dividend yield). That indicates an intent to distribute cash to shareholders, subject to the cyclical nature of shipping earnings and cash flow.
Financial/cost lens (from the provided market snapshot): NAT’s market capitalization is about $1.48B with an enterprise value around $1.81B (TTM), and the dataset shows metrics consistent with a shipping operator whose results and free cash flow can fluctuate meaningfully with operating conditions. Liquidity and working-capital measures appear positive (current ratio cited as roughly 3.0), while cash generation metrics (e.g., free cash flow yield and related TTM ratios) suggest shipping-cycles can pressure cash flow in some periods.
Key people include Founder, Chairman & CEO Herbjørn Hansson, supported by other board members (e.g., a vice chairman and additional directors noted in the sources). Overall, NAT’s “wish” or strategic direction implied by its business setup is to sustain vessel utilization and disciplined fleet/financial management—balancing charter income, operating costs, capital expenditure needs for vessel upkeep/modernization, and maintaining shareholder distributions through cycles.
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).
$292.4M
-16.4%
-1.7%
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.
$12.3M
-73.7%
+47.6%
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.
+19.8%
-34.8%
+8.3%
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).
+9.9%
-55.1%
+9.1%
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.
+4.2%
-68.5%
+50.1%
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.
$-116.6M
-192.9%
+131.4%
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.
-39.9%
-211.1%
+135.3%
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.
95.2%
+79.6%
-6.6%
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.
2.24x
+35.4%
+9.2%
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.
