Philippe Bonin - Cogeco Vice President - Corporate Development
Insider
Philippe Bonin is Vice President - Corporate Development of Cogeco Inc since 2016.
Tenure | 9 years |
Phone | 514 764 4600 |
Web | https://corpo.cogeco.com/cgo |
Cogeco Management Efficiency
The company has return on total asset (ROA) of 0.0487 % which means that it generated a profit of $0.0487 on every $100 spent on assets. This is way below average. Similarly, it shows a return on equity (ROE) of 0.1021 %, meaning that it generated $0.1021 on every $100 dollars invested by stockholders. Cogeco's management efficiency ratios could be used to measure how well Cogeco manages its routine affairs as well as how well it operates its assets and liabilities.Cogeco Inc has accumulated 4.98 B in total debt with debt to equity ratio (D/E) of 1.22, which is about average as compared to similar companies. Cogeco Inc has a current ratio of 1.34, which is within standard range for the sector. Debt can assist Cogeco until it has trouble settling it off, either with new capital or with free cash flow. So, Cogeco's shareholders could walk away with nothing if the company can't fulfill its legal obligations to repay debt. However, a more frequent occurrence is when companies like Cogeco Inc sell additional shares at bargain prices, diluting existing shareholders. Debt, in this case, can be an excellent and much better tool for Cogeco to invest in growth at high rates of return. When we think about Cogeco's use of debt, we should always consider it together with cash and equity.
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Management Performance
Return On Equity | 0.1 | |||
Return On Asset | 0.0487 |
Cogeco Inc Leadership Team
Elected by the shareholders, the Cogeco's board of directors comprises two types of representatives: Cogeco inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Cogeco. The board's role is to monitor Cogeco's management team and ensure that shareholders' interests are well served. Cogeco's inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects. On the other hand, Cogeco's outside directors are responsible for providing unbiased perspectives on the board's policies.
Linda Gillespie, Senior Officer | ||
Philippe Bonin, Vice President - Corporate Development | ||
Paul Cowling, Chief Officer | ||
Andree Pinard, Vice President Treasurer | ||
CA CFA, Secretary VP | ||
Julie CFA, VP Treasurer | ||
James Cherry, Lead Independent Director | ||
Luc Noiseux, Senior Vice President Chief Technology and Strategy Officer | ||
MarieHelene Labrie, Senior Vice President, Chief Public Affairs and Communications Officer | ||
MaryAnn Bell, Independent Director | ||
Philippe Jette, President, Chief Executive Officer | ||
Louis Audet, Executive Chairman of the Board | ||
Rene Guimond, Senior Vice President - Public Affairs and Communications | ||
MarieHelene MSc, Communications Affairs | ||
PEng Eng, CEO President | ||
LLB LLM, Sr Officer | ||
Samih Elhage, Independent Director | ||
Pierre Maheux, Vice President - Corporate Controller | ||
Zouheir MSc, VP CTO | ||
Tim Dinesen, Chief Officer | ||
Normand Legault, Independent Director | ||
FrancoisPhilippe CFA, Vice Development | ||
Michel Lorrain, President of Cogeco Media | ||
Patrick Bratton, Interim President - Atlantic Broadband | ||
MS BS, President Breezeline | ||
Elizabeth Alves, Vice President - Enterprise Strategy and Social Responsibility | ||
David McAusland, Independent Director | ||
Michael Henry, Chief Officer | ||
Patrice Ouimet, Chief Financial Officer, Senior Vice President | ||
Troy Crandall, Head Relations | ||
Nathalie Dorval, Vice President - Regulatory Affairs and Copyright | ||
Frederic BCom, President Connexion | ||
Caroline Paquet, President Inc | ||
Nancy Audette, Senior Initiatives | ||
Christian Jolivet, Senior Vice President - Corporate Affairs, Chief Legal Officer, Secretary | ||
Diane Nyisztor, Chief Human Resource Officer, Senior Vice President | ||
Martin Grenier, Vice President - Procurement | ||
Sean Brushett, Chief Officer | ||
Fatiha Moussadak, Director Relations | ||
Arun Bajaj, Independent Director | ||
Marie MBA, Senior Transformation |
Cogeco Stock Performance Indicators
The ability to make a profit is the ultimate goal of any investor. But to identify the right stock is not an easy task. Is Cogeco a good investment? Although profit is still the single most important financial element of any organization, multiple performance indicators can help investors identify the equity that they will appreciate over time.
Return On Equity | 0.1 | |||
Return On Asset | 0.0487 | |||
Profit Margin | 0.03 % | |||
Operating Margin | 0.25 % | |||
Current Valuation | 5.59 B | |||
Shares Outstanding | 7.89 M | |||
Shares Owned By Insiders | 1.95 % | |||
Shares Owned By Institutions | 22.39 % | |||
Number Of Shares Shorted | 73.4 K | |||
Price To Earning | 9.90 X |
Pair Trading with Cogeco
One of the main advantages of trading using pair correlations is that every trade hedges away some risk. Because there are two separate transactions required, even if Cogeco position performs unexpectedly, the other equity can make up some of the losses. Pair trading also minimizes risk from directional movements in the market. For example, if an entire industry or sector drops because of unexpected headlines, the short position in Cogeco will appreciate offsetting losses from the drop in the long position's value.The ability to find closely correlated positions to Cogeco could be a great tool in your tax-loss harvesting strategies, allowing investors a quick way to find a similar-enough asset to replace Cogeco when you sell it. If you don't do this, your portfolio allocation will be skewed against your target asset allocation. So, investors can't just sell and buy back Cogeco - that would be a violation of the tax code under the "wash sale" rule, and this is why you need to find a similar enough asset and use the proceeds from selling Cogeco Inc to buy it.
The correlation of Cogeco is a statistical measure of how it moves in relation to other instruments. This measure is expressed in what is known as the correlation coefficient, which ranges between -1 and +1. A perfect positive correlation (i.e., a correlation coefficient of +1) implies that as Cogeco moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if Cogeco Inc moves in either direction, the perfectly negatively correlated security will move in the opposite direction. If the correlation is 0, the equities are not correlated; they are entirely random. A correlation greater than 0.8 is generally described as strong, whereas a correlation less than 0.5 is generally considered weak.
Correlation analysis and pair trading evaluation for Cogeco can also be used as hedging techniques within a particular sector or industry or even over random equities to generate a better risk-adjusted return on your portfolios.Check out Trending Equities to better understand how to build diversified portfolios. Also, note that the market value of any company could be closely tied with the direction of predictive economic indicators such as various price indices. You can also try the FinTech Suite module to use AI to screen and filter profitable investment opportunities.
Other Tools for Cogeco Stock
When running Cogeco's price analysis, check to measure Cogeco's market volatility, profitability, liquidity, solvency, efficiency, growth potential, financial leverage, and other vital indicators. We have many different tools that can be utilized to determine how healthy Cogeco is operating at the current time. Most of Cogeco's value examination focuses on studying past and present price action to predict the probability of Cogeco's future price movements. You can analyze the entity against its peers and the financial market as a whole to determine factors that move Cogeco's price. Additionally, you may evaluate how the addition of Cogeco to your portfolios can decrease your overall portfolio volatility.
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