Founded in 2013, Opendoor Technologies Inc. provides a digital ecosystem for residential real estate transactions throughout the United States. This platform allows ...
Opendoor Technologies Inc. is a leading digital platform for residential real estate transactions, revolutionizing the traditional home buying and selling process. Founded in 2014 by Keith Rabois, Eric Wu, Ian Wong, and JD Ross, the company is headquartered in Tempe, Arizona, with key operations across the U.S. The company went ...Opendoor Technologies Inc. is a leading digital platform for residential real estate transactions, revolutionizing the traditional home buying and selling process. Founded in 2014 by Keith Rabois, Eric Wu, Ian Wong, and JD Ross, the company is headquartered in Tempe, Arizona, with key operations across the U.S. The company went public in June 2020 via a SPAC merger and trades on NASDAQ under the symbol OPEN. Its core business involves purchasing homes directly from sellers through an online process, making repairs, and then reselling them. This 'iBuying' model provides homeowners with a fast, certain, and convenient alternative to the traditional listing process. Opendoor offers a digital ecosystem that includes a platform for browsing and purchasing homes, as well as ancillary services such as title insurance, escrow, and mortgage services through partners. As of the latest data, the company has approximately 1,100 employees (though some sources cite a range, and there have been layoffs). In 2024, the company reported revenue of US$5.15 billion, but it has been facing financial challenges, with negative net income and cash flow, reflecting the capital-intensive nature of its business. The company's market capitalization is around $3.36 billion, with significant debt and high inventory turnover. Effective leadership is under CEO Kaz Nejatian, formerly COO of Shopify, who took the helm in a strategic move to refocus the company. Despite industry headwinds, Opendoor aims to 'tilt the world in favor of homeowners' by leveraging technology to make real estate transactions more transparent, efficient, and customer-centric. The company continues to innovate, with plans to expand its services and improve operational efficiency. However, it faces challenges related to market volatility, interest rates, and profitability, requiring careful management of its balance sheet and cost structure. Overall, Opendoor is a pioneer in the real estate technology space, with a significant market presence and a mission to transform how people buy and sell homes.
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).
$4.4B
-15.2%
+22.6%
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.
$-1.3B
-231.6%
+6.4%
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.
+7.0%
-17.2%
-2.6%
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).
-6.2%
-0.6%
+26.2%
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.
-29.7%
-291.0%
+23.6%
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.
$1.0B
+267.3%
-189.2%
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.
+23.7%
+297.2%
-135.8%
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.
19.2%
-94.1%
+4.9%
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.
7.03x
+24.1%
-58.4%
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.
Michael Judd: Hey, everyone. Welcome to Opendoor's Second Quarter 2026 Financial Open House Earnings Live Stream. I'm Michael Judd, Opendoor's Head of Investor Relations. Now a few housekeeping items before we get started. Like all things at Opendoor, we're ready to do this faster. Details of our results and additional management commentary are available in our earnings release, which can be found at investor.opendoor.com. The following discussion contains forward-looking statements within the meaning of the federal securities laws. All statements other than statements of historical fact are statements that could be deemed forward-looking, including, but not limited to, statements regarding Opendoor's financial condition, anticipated financial performance, business strategy and plans, market opportunity and expansion and management objectives for future operations. These statements are neither promises nor guarantees, and undue reliance should not be placed on them. Such forward-looking statements involve risks and uncertainties that may cause actual results to differ materially from those discussed here. Additional information that could cause actual results to differ from forward-looking statements can be found in the Risk Factors section of Opendoor's most recent annual report on Form 10-K for the year ended December 31, 2025, as updated by our periodic reports and other filings with the SEC. Any forward-looking statements made on this webcast, including responses to your questions, are based on management's reasonable current expectations and assumptions as of today, and Opendoor assumes no obligation to update or revise them, whether as a result of new information, future events or otherwise, except as required by law. The following discussion contains references to certain non-GAAP financial measures. The company believes these non-GAAP financial measures are useful to investors as supplemental operational measurements to evaluate the company's financial performance. For a reconciliation of each of these non-GAAP financial measures to the most directly comparable GAAP metric, please see our website at investor.opendoor.com. And with that, let's get into the open house with Kaz and Christy.
Kasra Nejatian: Good afternoon, everyone. I usually start these calls by showing you a clip of what I told you during the last call. But this time, I'm going to tell you a story about what my wife told me, and I don't have a video clip because it'd be weird if my wife and I just record each other all the time. So you're just going to have to use your imagination. When I was leaving home to fly to San Francisco before my first day at Opendoor, I told my wife that I'd be back home the following Wednesday, maybe Thursday. And she didn't miss a beat. She said, don't come back until there's a plan to break even. Look, there's a lot of ways people describe the thing I'm about to tell you. It just depends on which tribe they're part of, right? Paul Graham has a …