Larry Kay - Dine Brands Independent Director
| DIN Stock | USD 25.01 0.32 1.26% |
Director
Mr. Larry Alan Kay is an Independent Director of DineEquity Inc. Mr. Kay served as the Lead Director of the Board of Directors of the Corporation from 2006 to 2009. He served as Chairman of the Board of Directors of the Corporation from 2003 to 2006. From 1978 to 1993, Mr. Kay was employed by the Corporation in a variety of capacities, including general counsel and executive vice president, administration. Mr. Kay served as chief executive officer and managing member of BSG Technologies, LLC, a sound technology licensing company, from 2008 to 2016. Mr. Kay was a private consultant and investor from 1994 to 2008. He serves as a director of Design Center Solutions, Inc. dba Bridgeway Media Group and is an honorary member of the board of directors of the New Century Chamber Orchestra. Mr. Kays qualifications to sit on the Corporationrationrations Board of Directors include his prior experience as the Corporationrationrations Chairman of the Board of Directors and Lead Director, his experience as a consultant and private investor, his prior experience in senior management of the Corporation and his service on the boards of directors of private companies and nonprofit organizations. since 2010.
| Age | 73 |
| Tenure | 15 years |
| Address | 10 West Walnut Street, Pasadena, CA, United States, 91103 |
| Phone | 818 240 6055 |
| Web | https://www.dinebrands.com |
Dine Brands Management Efficiency
The company has Return on Asset of 0.0594 % which means that on every $100 spent on assets, it made $0.0594 of profit. This is way below average. Dine Brands' management efficiency ratios could be used to measure how well Dine Brands manages its routine affairs as well as how well it operates its assets and liabilities. As of the 20th of March 2025, Return On Capital Employed is likely to grow to 0.14, while Return On Tangible Assets are likely to drop 0.000064. At this time, Dine Brands' Deferred Long Term Asset Charges is very stable compared to the past year. As of the 20th of March 2025, Debt To Assets is likely to grow to 0.45, though Other Assets are likely to grow to (42.6 K).Similar Executives
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Management Performance
| Return On Asset | 0.0594 |
Dine Brands Global Leadership Team
Elected by the shareholders, the Dine Brands' board of directors comprises two types of representatives: Dine Brands inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Dine. The board's role is to monitor Dine Brands' management team and ensure that shareholders' interests are well served. Dine Brands' inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects. On the other hand, Dine Brands' outside directors are responsible for providing unbiased perspectives on the board's policies.
| Christine Son, Senior Vice President Legal, General Counsel, Company Secretary | ||
| Richard Dahl, Independent Chairman of the Board | ||
| Lilian Tomovich, Independent Director | ||
| Gregory Bever, VP Officer | ||
| Jay Johns, President - IHOP Business Unit | ||
| Sarah CannonFoster, Chief Officer | ||
| Kieran Donahue, Chief IHOP | ||
| Tony Moralejo, President Development | ||
| Michael Hyter, Independent Director | ||
| Brett Levy, Vice Treasury | ||
| Larry Kay, Independent Director | ||
| Vance Chang, Chief Financial Officer | ||
| Thien Ho, Executive Communications | ||
| Douglas Pasquale, Independent Director | ||
| Susan Nelson, Vice Affairs | ||
| Stephen Joyce, Chief Executive Officer, Director | ||
| Allison Hall, Senior Vice President, Chief Accounting Officer | ||
| Charles Scaccia, Senior Operations | ||
| Caroline Nahas, Independent Director | ||
| John Cywinski, President of Applebee's Business Unit | ||
| Howard Berk, Independent Director | ||
| Thomas Song, Chief Financial Officer | ||
| Ken Diptee, Executive Relations | ||
| Susan Collyns, Independent Director | ||
| Scott Gladstone, Chief International | ||
| John Peyton, Chief Executive Officer, Director | ||
| Justin Skelton, Chief Officer | ||
| Christie Cook, Vice Resources | ||
| Gilbert Ray, Independent Director | ||
| Daniel Brestle, Independent Director | ||
| Martha Poulter, Independent Director | ||
| Bryan Adel, Senior Vice President - Legal, General Counsel, Secretary |
Dine 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 Dine Brands 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 Asset | 0.0594 | ||||
| Profit Margin | 0.08 % | ||||
| Operating Margin | 0.16 % | ||||
| Current Valuation | 1.83 B | ||||
| Shares Outstanding | 15.25 M | ||||
| Shares Owned By Insiders | 3.81 % | ||||
| Shares Owned By Institutions | 97.75 % | ||||
| Number Of Shares Shorted | 2.43 M | ||||
| Price To Earning | 13.57 X | ||||
| Price To Sales | 0.48 X |
Pair Trading with Dine Brands
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 Dine Brands 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 Dine Brands will appreciate offsetting losses from the drop in the long position's value.Moving together with Dine Stock
Moving against Dine Stock
| 0.63 | AGS | PlayAGS | PairCorr |
| 0.62 | EVRI | Everi Holdings | PairCorr |
| 0.54 | EM | Smart Share Global | PairCorr |
| 0.38 | DRI | Darden Restaurants | PairCorr |
| 0.35 | DPZ | Dominos Pizza Common | PairCorr |
The ability to find closely correlated positions to Dine Brands could be a great tool in your tax-loss harvesting strategies, allowing investors a quick way to find a similar-enough asset to replace Dine Brands 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 Dine Brands - 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 Dine Brands Global to buy it.
The correlation of Dine Brands 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 Dine Brands moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if Dine Brands Global 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 Dine Brands 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 Investing Opportunities to better understand how to build diversified portfolios, which includes a position in Dine Brands Global. Also, note that the market value of any company could be closely tied with the direction of predictive economic indicators such as signals in gross domestic product. You can also try the Portfolio Optimization module to compute new portfolio that will generate highest expected return given your specified tolerance for risk.
Is Hotels, Restaurants & Leisure space expected to grow? Or is there an opportunity to expand the business' product line in the future? Factors like these will boost the valuation of Dine Brands. If investors know Dine will grow in the future, the company's valuation will be higher. The financial industry is built on trying to define current growth potential and future valuation accurately. All the valuation information about Dine Brands listed above have to be considered, but the key to understanding future value is determining which factors weigh more heavily than others.
Quarterly Earnings Growth (0.84) | Dividend Share 2.04 | Earnings Share 4.22 | Revenue Per Share | Quarterly Revenue Growth (0.01) |
The market value of Dine Brands Global is measured differently than its book value, which is the value of Dine that is recorded on the company's balance sheet. Investors also form their own opinion of Dine Brands' value that differs from its market value or its book value, called intrinsic value, which is Dine Brands' true underlying value. Investors use various methods to calculate intrinsic value and buy a stock when its market value falls below its intrinsic value. Because Dine Brands' market value can be influenced by many factors that don't directly affect Dine Brands' underlying business (such as a pandemic or basic market pessimism), market value can vary widely from intrinsic value.
Please note, there is a significant difference between Dine Brands' value and its price as these two are different measures arrived at by different means. Investors typically determine if Dine Brands is a good investment by looking at such factors as earnings, sales, fundamental and technical indicators, competition as well as analyst projections. However, Dine Brands' price is the amount at which it trades on the open market and represents the number that a seller and buyer find agreeable to each party.