Paul Fribourg - Restaurant Brands Lead Independent Director
| QSR Stock | USD 67.00 0.35 0.52% |
Director
Mr. Paul J. Fribourg is an Independent Director of the Company. Mr. Fribourg has served on our Board since December 2014. Previously, Mr. Fribourg served on the board of BKW and its predecessor from October 2010 until December 2014. Since July 1997, Mr. Fribourg has served as the Chairman and CEO of Continental Grain Company, an international agribusiness and investment company. Prior to taking this role, he held a variety of positions with increasing responsibility, from Merchandiser and Product Line Manager to Group President and Chief Operating Officer. Mr. Fribourg was Lead Director of Loews Corporationrationration, a large diversified holding company, since October 1997 since 2020.
| Age | 67 |
| Tenure | 5 years |
| Phone | 305 378 3000 |
| Web | https://www.rbi.com |
Restaurant Brands Management Efficiency
The company has Return on Asset of 0.0605 % which means that on every $100 spent on assets, it made $0.0605 of profit. This is way below average. In the same way, it shows a return on shareholders' equity (ROE) of 0.3019 %, implying that it generated $0.3019 on every 100 dollars invested. Restaurant Brands' management efficiency ratios could be used to measure how well Restaurant Brands manages its routine affairs as well as how well it operates its assets and liabilities.Similar Executives
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Management Performance
| Return On Equity | 0.3 | ||||
| Return On Asset | 0.0605 |
Restaurant Brands Leadership Team
Elected by the shareholders, the Restaurant Brands' board of directors comprises two types of representatives: Restaurant Brands inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Restaurant. The board's role is to monitor Restaurant Brands' management team and ensure that shareholders' interests are well served. Restaurant 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, Restaurant Brands' outside directors are responsible for providing unbiased perspectives on the board's policies.
| Alexandre Behring, Executive Chairman, Chairman of Compensation Committee and Chairman of Nominating and Corporate Governance Committee | ||
| Matthew Dunnigan, Chief Financial Officer | ||
| Axel Schwan, President - Tim Hortons Americas | ||
| Thecla Sweeney, Independent Director | ||
| Daniel Schwartz, Executive Chairman of the Board, Co-Chairman | ||
| Joshua Kobza, Chief Operating Officer | ||
| Thomas Curtis, President Canada | ||
| Sami Siddiqui, President - Popeyes Americas | ||
| Jacqueline Friesner, Principal Accounting Officer, Controller | ||
| Christopher Finazzo, President - Burger King Americas | ||
| Fernando Machado, Chief Marketing Officer | ||
| Jeff Housman, Chief Officer | ||
| Golnar Khosrowshahi, Independent Director | ||
| Roberto Motta, Independent Director | ||
| Patrick Doyle, Executive Chairman | ||
| Marc Lemann, Independent Director | ||
| Carlos Sicupira, Independent Director | ||
| Jill Granat, General Counsel, Corporate Secretary | ||
| David Shear, President - International | ||
| Duncan Fulton, Chief Corporate Officer | ||
| Felipe Athayde, President - Popeyes Americas | ||
| Maximilien Stirum, Independent Director | ||
| Jason Melbourne, Independent Director | ||
| Paul Fribourg, Lead Independent Director | ||
| Stephen Lichtner, Director Relations | ||
| Neil Golden, Independent Director | ||
| Jose Cil, President of Burger King(R) Brand | ||
| Kendall Peck, Head Relations | ||
| Ali Hedayat, Independent Director | ||
| Chris Brigleb, Head IR | ||
| Joao CastroNeves, Independent Director | ||
| Giovanni Prato, Independent Director |
Restaurant 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 Restaurant 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 Equity | 0.3 | ||||
| Return On Asset | 0.0605 | ||||
| Profit Margin | 0.12 % | ||||
| Operating Margin | 0.24 % | ||||
| Current Valuation | 36.77 B | ||||
| Shares Outstanding | 324.98 M | ||||
| Shares Owned By Insiders | 1.40 % | ||||
| Shares Owned By Institutions | 86.62 % | ||||
| Number Of Shares Shorted | 8.55 M | ||||
| Price To Earning | 39.12 X |
Pair Trading with Restaurant 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 Restaurant 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 Restaurant Brands will appreciate offsetting losses from the drop in the long position's value.Moving together with Restaurant Stock
Moving against Restaurant Stock
| 0.71 | FORD | Forward Industries | PairCorr |
| 0.65 | FNKO | Funko Inc | PairCorr |
| 0.58 | XPOF | Xponential Fitness | PairCorr |
| 0.58 | KTB | Kontoor Brands | PairCorr |
| 0.57 | WHR | Whirlpool | PairCorr |
The ability to find closely correlated positions to Restaurant 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 Restaurant 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 Restaurant 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 Restaurant Brands International to buy it.
The correlation of Restaurant 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 Restaurant Brands moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if Restaurant Brands 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 Restaurant 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.Additional Tools for Restaurant Stock Analysis
When running Restaurant Brands' price analysis, check to measure Restaurant Brands' 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 Restaurant Brands is operating at the current time. Most of Restaurant Brands' value examination focuses on studying past and present price action to predict the probability of Restaurant Brands' future price movements. You can analyze the entity against its peers and the financial market as a whole to determine factors that move Restaurant Brands' price. Additionally, you may evaluate how the addition of Restaurant Brands to your portfolios can decrease your overall portfolio volatility.