Target Hospitality share price today

Target Hospitality Corp.'s share price was $11.29 at the close on 4 November 2026. It has been moving sideways for 3 weeks. That is 24.0% below its average price over the last 200 trading days. In the last 52 weeks it traded between $6 and $21, and at that close it sat 34% of the way up from that low.

A share price tends to move through four phases: moving sideways (stage 1), rising (stage 2), stalling near a high (stage 3) and falling (stage 4). Today Target Hospitality Corp. is in stage 1. The phase helps read everything below.

Over the past 13 weeks it has done worse than the S&P 500, and it has been behind for 7 weeks running.

Over the last 7.6 years the share price moved +15% while the S&P 500 moved +175%, so it is behind the index over that whole period. It was last ahead over 13 weeks in the week of 18 September 2026. The chart above shows the 13-week comparison for every week.

This page treats a rise as over when the price closes below its 200-day average on two Fridays in a row.

Target Hospitality Corp. pays no dividend. In the last 12 reported quarters it declared no dividend per share, so there is no payout history to chart and no yield to show. Companies like this usually keep their earnings in the business, so the cash-flow sections show where that cash goes.

Target Hospitality is not in the Nasdaq 100, the S&P 500 or the Dow Jones 30, and is not on the US tech stocks list.

Target Hospitality Corp. posted a net loss of $9.0 M in the Jun 2026 quarter. The full FY25 year was a loss of $37.1 M. That loss is 10.6% of the quarter's revenue. The same quarter a year earlier lost $14.9 M. 6 of the last 12 reported quarters were loss-making.

Net profit is what is left after every cost, interest and tax. Earnings per share, dividends and book value all grow from it.

For the full year, FY25 profit was −$37.1 M (−152.1% on the year before).

Target Hospitality Corp. reported $85.5 M of revenue in the Jun 2026 quarter, +38.7% on the same quarter a year earlier. That is the 4th quarter in a row with growth on the year before. Over 4 years it has grown 2.4% a year on average. The last full year, FY25, came in at $321 M.

Revenue is everything the company billed its customers in the period.

The last four reported quarters add to $347 M.

FY25 revenue was $321 M, −17.0% on the year before.

Recent pace: the last four quarters grew +13.6% on average, against 2.4% a year over the longer run, so this year is growing faster than its own long-run rate.

Is growth speeding up? Revenue over the last 12 months grew +11.9%, against −14.9% a year over the last 8 quarters (accelerating).

Target Hospitality Corp.'s operating margin was −8.8% in the Jun 2026 quarter, 18.7 percentage points higher than the same quarter a year ago. Across 5 years it has been between −9.7% and 43.6%. The latest quarter is within that range.

Operating margin is what is left from every $100 of sales after the costs of running the business, before interest and tax. It shows pricing power and cost control.

Why the margin moved: operating margin changed +18.7 percentage points on the year while gross margin changed +17.4 points. So the gain came mostly from the gross margin, which means input costs and prices charged.

Over the last 3 years, 193% of Target Hospitality Corp.'s reported profit came in as cash from its operations, so the profit is backed by cash. In FY25 it brought in $74.1 M of operating cash against −$37.1 M of profit. After $67.8 M of spending on assets, $6.3 M was left over as free cash.

The profit and loss account shows what was earned. The cash-flow statement shows the cash that actually came in. Comparing operating cash flow with profit is one of the best checks that a profit is real.

Cash-flow figures here are yearly, because quarterly cash statements are not published, so this section changes once a year.

Why: the cash figure is clear, but the day counts behind it are not in our data, so we show it without guessing the reason.

What to look at next: the main use of cash is spending on assets. The next section checks what that spending is building.

Target Hospitality Corp. does not report the customer, stock and supplier day counts a cash cycle needs, so this section looks at its spending on assets instead. It spent $162 M on assets over the last 3 years. Averaged over those years that is 16.8% of FY25 revenue a year.

Working capital is the cash tied up between paying suppliers and getting paid. Debtor days: how long customers take to pay. Inventory days: how long stock sits. The cash cycle: the whole loop, in days of sales.

Nothing is estimated in place of the missing day counts, so no cash-cycle chart is drawn.

Spending on assets: $162 M over the last 3 years.

In short: the cash is going into new capacity, not getting stuck in the daily cycle. The question is whether the new capacity earns.

Target Hospitality Corp.'s P/E is 66.9×, near the high end of its own history: higher than 82% of past readings. Its usual P/E (the middle reading) is 13.8×, over 3.8 years of weekly prices. This compares the share price with the company’s own past. It does not say what the business is worth.

P/E is the share price divided by a year's profit per share: how many dollars the market pays for each dollar of yearly profit.

Why the multiple is where it is: over the past year earnings per share moved −153.3% while the price moved +76.1%. The price did better than earnings, which pushed the multiple up within its own range.

Where the price move came from: over 3 years the price moved −6.1% a year; about −48.3% a year came from earnings growth and about +42.2 percentage points from the multiple (the market paying more). The split is approximate (price return minus earnings growth). It shows how much of the move came from the market paying a different multiple.

In short: the multiple is high against its own past, so the earnings trend underneath matters more than the multiple.

Target Hospitality Corp.'s business is getting worse. Profit and EPS growth are shrinking: profit growth is −439.4% in the latest quarter, against +270.7% at its best in 12 quarters, with ROCE falling at -6.7%. This is based on 12 quarters of 4 measures.

Every business is somewhere on a path of getting better or worse, and this section names where. The last 12 quarters of growth in revenue, profit and earnings per share, plus the return the business earns on its capital, are read as lines. Getting worse: the lines are falling. Turning around: a low point has just formed and the last few quarters are rising from it. Getting better: the rise from the low has lasted. Growing steadily: steady growth with healthy returns. Slowing from a peak: still high, but slowing. When the lines disagree the result is mixed; too little history means no reading. CAGR (compound annual growth rate) is the steady yearly rate that would turn the starting value into the latest one. It is the fairest way to compare growth over different periods. If the 1-year figure is much bigger than the 10-year one, recent growth is running faster than the long-run trend. A dash means there is no figure for that period, or the starting year was a loss, where a growth rate means nothing.

Why it matters: falling lines mean any ratio below that looks low should be read with that direction in mind.

Compound annual growth rate (%)

Compound annual growth rate over each period, %. Revenue, profit and EPS come from yearly figures; the stock price row is price growth over the same periods. A dash means no figure for that period, or the starting year was a loss.

Target Hospitality Corp. earned a ROE of −10% in FY25. Its return on capital used (ROIC) is 20.9 percentage points below its cost of capital, so growth here does not yet pay for the capital it uses. It comes from a −11.6% net margin and 0.60× asset turnover (sales divided by assets).

Return on equity (ROE) is the profit the business earns on its shareholders’ money. We do not have the full capital split, so ROE is the longest history we can draw here.

Why the return is what it is (FY25): a −11.6% net margin × 0.60× asset turnover × 1.36× leverage (assets divided by equity) ≈ −9.5% on equity. The margin does its share; borrowing plays a small part, so this return is earned, not borrowed.

The key test, return on capital used minus the cost of capital: −8.5% − 12.4% = −20.9 percentage points. The 12.4% is an estimate of this company's own cost of capital. Read the sign and size of the gap, not the decimals. Negative: growth at these returns loses value until returns improve.

The −8.5% ROIC above is the latest reading, as reported. The yearly chart below shows FY25 at −7.5%, and the quarterly chart works out each 12-month window from the quarterly figures, so the readings differ by date, not by method.

Target Hospitality Corp. has total debt of $48.3 M against shareholder equity of $370 M as of Jun 2026, so its debt is 0.13× its equity, which is very little. Year by year, that ratio went from 3.41 in FY21 to 0.03 in FY25. So the returns on this page come from the business, not from borrowed money.

Debt-to-equity shows how much of the business is paid for with borrowed money. Lower is safer, and the direction matters as much as the level.

4.6% of Target Hospitality Corp.'s tradable shares are in short positions, which are bets that the price will fall, so some traders are betting against it. At normal trading volumes, closing those positions would take about 1.5 days. US companies do not publish a quarter-by-quarter list of owners, so this page uses short interest instead.

There is no quarter-by-quarter list of owners here, so we look at short interest: the share of tradable shares held in short positions, which gain if the price falls.

It is a single reading at one point in time; we do not have its history.

Why it is at this level: the figure does not say who has the short positions or why, so we show the level without guessing the story.

For Target Hospitality Corp., the Z-score is 3.00. A Z-score above about 3 is safe and below about 1.8 signals danger, so this is well clear of danger. It estimates how far the balance sheet is from trouble; it is not a forecast of failure.

The Z-score estimates how far a company is from balance-sheet trouble. Above about 3 is safe; below about 1.8 is the danger zone. It was built for manufacturers, so it is not used for banks and lenders.

Why it matters: a Z-score of 3.00 is well clear of the danger zone, so the balance sheet is not the risk here.

34.6 out of 100, rank 26 of 30 in Specialty Business Services, with 64% of the evidence available.

Target Hospitality Corp. scores 34.6 out of 100 against the 30 companies it is compared with in Specialty Business Services, ranking 26. The evidence is balanced: no factor stands out, so another reported quarter is needed before the picture is clearer.

The four parts add up to the total exactly: 17.4 + 4.8 + 11.1 + 1.3 = 34.6. This is the same number shown on the industry page; it is worked out once for the whole group and read here.

What would change it: The score would fall if profit growth turns negative or margins stop improving while the share price lags its sector.

Target Hospitality ranks 26 of 30 Specialty Business Services companies on the 4-Factor Sector Score, with 34.6 out of 100.