Leadership in Biotech

Tag: examples

Stylized illustration of a scientist examining money, signifying profits, with a magnifying glass

Profitability: the proverbial and literal bottom line

We’ll close out the income statement with a look at profitability.

Again, we’re still anchored on the income statement with this portion of our analysis.

In prior posts, we first looked at revenue, then operating costs.

If we isolate only operating revenues, then pull out operating costs, we’re left with operating income. Divide operating income by operating revenue and we get operating margin.

(We can use the words “income” and “profit” interchangeably.)

Examples from Income Statements

So let’s go back to our BioTechne Income Statement again:

Screenshot of Bio-Techne Income Statement

In some cases, we’ll find gross profit, which lives above the operating profit line.

Gross profit is when we just subtract the direct costs of producing a good or providing a service. Recall from previous sections that gross profit can be greatly impacted by when a business chooses to recognize revenue and by decisions about what to include in Cost of Goods (CoGs).

We exclude operating costs like corporate overhead, e.g. selling, general and administrative expenses. We typically also exclude research and development expenses, since those are investments in future goods and services.

Note that for BioTechne the gross margin is almost 70%- pretty healthy. Just for fun, let’s compare the gross margin of our comparator, Beckton Dickenson.

Here’s their income statement. They don’t list out their gross margin for us, but we can calculate it by subtracting the second line from the first one: $8477, which gets us to a gross margin of ~45%.

Screenshot of Becton, Dickinson and Company Income Statement

If the gross margin is low, then management is very likely to hawkishly monitor the cost of sales. And if you are on the receiving side of that (either in R&D for future product improvements or in an operations function), then that’s a key piece of information you’d want to know to be effective.

Going back to the BioTechne Income Statement, next we see the operating expenses broken out by selling, general and administrative (sometimes called SG&A, and some companies break Selling and ‘G&A’ into separate lines) and R&D. This is then subtracted from the gross margin to give the operating income.

Pulling more meaning from the bottom line

Operating income or profit is a key to financial health— it shows the profit made from running the business. You may have heard the term EBIT in an earnings call. This acronym stands for Earnings Before Interest and Taxes, and is synonymous with operating income. Remember how we talked about all the shenanigans that are possible with depreciation and amortization? Well, due to outright fraud (beyond poor judgment or bias) being committed by some companies with those figures, Wall Street now prefers EBITDA, where the DA tacks on Depreciation and Amortization, which removes depreciation and amortization from the operating income to hopefully provide a more clear-eyed view of operating cash flows.

One other interesting thing to pay attention to here as someone in a scientific function is the percentage of gross margin a company is spending on R&D. In the case of BioTechne, R&D is about 11% of their gross margin. For BD, it’s about 14%. For Illumina, it’s close to 44%. Different sectors in life sciences will have very different investments, so it’s not a bad idea to poke around at a few financial statements to get a sense of what is standard and how a prospective employer, for instance, compares. Investors will sometimes look at something called Return on Research Capital (RORC), which is basically comparing the previous year’s R&D expenditure to this year’s gross margin. This might be somewhat challenging and discouraging for scientists.  When you work for BD, 14% is a lot bigger in real dollars than when you work for Bio Techne.

Below operating income or profit, you find a compendium of other line items that we will skip over here (you can see that these are generally smaller dollar values than what we’ve already covered), before finally arriving at Net Profit. Or, as it’s called on the BioTechne Income Statement, ‘Comprehensive Income Attributable to BioTechne.’ This line is the oft referred to ‘Bottom Line.’

To summarize: Revenue = Top Line, Profit = Bottom Line. To this day I have to pause to remind myself of the difference between Revenue and Profit, but there it is.

There is plenty more to the Income Statement that we aren’t covering here, but hopefully these posts have helped orient you to what’s included and how to parse it.

In the next post we will move on from the income statement and start to tackle the second financial statement in the trifecta: the Balance Sheet. Don’t forget to join the mailing list to be notified when it’s published!

Income Statement Fun: What is included in the Cost of Sales and why you should care

In this post, we’ll continue our foray into the Income Statement and dig into costs and expenses, part 1: ‘Cost of Sales.’

Let’s go back to the BioTechne Income Statement from last time:

Screenshot of Bio-Techne Income Statement

You have net sales (revenue) at the very top, followed by the cost of these sales. Recall that one of the first things we learned about BioTechne was that ‘Bio-Techne Corporation is a global life sciences company that provides products and services for research and clinical diagnostics. Because they provide both products AND services, the cost of sales here includes both the Cost of Goods, or CoGs, that many of us are familiar with (i.e., the raw materials used in manufacturing) and Cost of Services.

Just like with revenue, there is nuance to what is and is not included in ‘Cost of Sales.’ And these nuances are important for anyone leading a scientific (or even operations) function to understand because it can frame the performance of your department to corporate and play into how your department’s targets are set.

Here are three examples:

  1. Let’s say you run a Biopharma-focused informatics team at a diagnostics company. A large part of what your team does is interface with your biopharma clients to understand their needs and return the right kind of analysis. But you also work on algorithms that are used in your company’s core bioinformatics pipeline. Finance could reasonably justify putting your team’s salaries as either part of the ‘cost of services’ or part of ‘R&D.’ This choice, however, will heavily influence how much scrutiny there is, as things ‘above the line’ (i.e., in the first block of items on the income statement) usually face far more scrutiny than those below the line, especially if your margins are low.
  2. Let’s say you run a scientific operations team. You will probably have specific CoGs targets to hit each quarter that are a big part of how you and your team are evaluated. In reviewing the numbers, you realize that there is an item around ‘contract administration’ listed against your CoGs. Does it belong there? Can you reclass that as G&A (general and administration)? If you do, your numbers are going to suddenly look better, so in a bad quarter, you may be tempted to push for a reclass.
  3. Imagine you are in charge of running a CLIA lab at a diagnostics company. Some part of the environmental controls (i.e., air conditioning and heating) control the temperature of the CLIA lab space, and some part is used for the office space. What portion is attributed to ‘Cost of Sales’ and what portion should go under G&A (general and administration)? Do you use square footage? Do you allocate the cost in the same way for IT expenses?

Just like with revenue recognition, there is a large amount of discretion allowed here, but it’s also easy to see how things can get wonky.

That’s the basics for costs. We’ll go through expenses in the next post. As always, you can join the mailing list so you don’t miss it!

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