Newton Golf
Sup, BIG DAWGS, it's me, Gabe Azar, Head of Burrito Rolling & Intern at Azar Capital Group and Head of Research & Office Parties of Azar Research Collective. Your third-grade teacher's favorite investor. Currently writing to you nerds from my L desk. Today, I am writing about Newton Golf. Now sit back and enjoy my crappy writing. And remember, buy low and sell high, my friends.
A quick public statement: this company is out of the usual purview of what we typically look into; that's because it is a goofy golf name I saw on X. In the future, we will be posting about other companies that may fall outside the scope of the group's thesis, but that is only to keep our brains fresh and our minds full. Feel free to close this email or tab if you aren’t trying to read about Newton Golf.
I am going to start this piece with another side note about golf. I think golf culture is very odd; the game is filled with a bunch of gear queers and hardo’s that love bragging on social media or to their homies about the newest polo they got from xyz country club. This segment is also a high spender within the segment because they need the newest gear every season and will raid whatever pro shop they go to. This is Newton’s core demographic basically, as they have the capital to spend on new shafts and play often enough that they would be getting their clubs custom fitted instead of just buying clubs off the rack.
Personally, I am ripping 10-year-old irons, driver, and wedges, with a used Scottie Cameron putter and maybe 15-20-year-old hybrids. I haven’t even switched my grip out yet, and I’m thinking about getting new irons next year. I usually rip in the mid-80s, so what do I know. Getting custom-fitted shafts is a wild concept for me and many others; this is a big problem for the shaft makers as the current number of people buying new shafts per year is very small compared to the entire golf-playing community.
Anyway, Newton Golf was founded in 2018 under the name Sacks Parente Golf (yeah, makes sense they switched names although Sachs Golf couldn’t have been solid). The company initially was a boutique putter company based out of California, based around an ultra-low balance point putter. This was a new niche that Sacks/Newton, and L.A.B Golf were zeroing in on as Scotty Cameron, Odyssey, Ping, and TaylorMade dominated the traditional (normal) putter market. This segment of golfers that is interested in trying new technology and able to pay the coin that comes with said technology, so for brands like Bettinardi, L.A.B Golf, and Newton, they can’t only create outstanding products but also create stories to go with said products to get their demo aware of them. The company went public in 2023 with promises to ship excellent putter technology. Although it seems like the boys hit the community with a nice bait-and-switch shortly after they raised capital, they pivoted to selling a $300 driver shaft.
The shaft took off, though, so it's cool. Newton Golf's revenue went from $390,000 in 2023 to $8.1 million in 2025. Last year in March, the company officially rebranded to Newton Golf, and they began leaning into the Isaac Newton branding, which who knows if that’ll work. Newton still slings putters, but the company’s core focus is now them mf’n shafts. Today, Newton now runs its operation of a facility in St Joseph, Missouri, that currently produces its products with a max capacity of making 200,000 units a year. 91% of Newton's revenue comes from direct-to-consumer channels, and the rest flows through professional club fitters. And in 2025, Newton was the number one selling shaft brand for both drivers and fairway woods at Club Champion, a large fitting retail chain with 136 locations across America.
Newton’s goal is to bring a new type of golf equipment to the game of golf built around physics but also to standardize the most confusing purchase in golf. Golf shafts are currently sold with labels like regular, stiff, and extra stiff with no industry standard behind those terms. So it's a big that's what she said with golf shafts. Golfers will spend thousands of dollars upgrading the shafts on their set and not even know what the fitter/sales men just sold them. Newton’s DOT system supposedly fixes this with a 1-7 rating score that is correlated to your swing speed and driver speed. So once you get your DOT number, you know which shaft you’ll need. Newton has even gone as far as floating the idea with other companies to white-label the DOT system to the majors to even further standardize shafts. This could make the shaft buying process more approachable for golfers who regularly would have ignored such a product due to it being overly complicated. Today, Newton is currently an $8 million (sales) fish in a pond worth nearly $600 million (shaft market size) on an island that's worth $9 billion (equipment industry).
The boys over at Azar Research Group are typically long term thinkers when it comes to investments, but we are unsure if this company will make it to 2028 so we will focus on catalysts and risks that could pop up in the next 6-12 months. Newton has plans to show its firewood and hybrid shafts lines at the PGA Show coming up in the third and fourth quarters of 2026. This will turn them from a driver draft brand to a complete bag system, which lifts ARPU as customers are going from buying one shaft to maybe five. They also completed a distribution deal in South Korea that starts shipping soon, with $136,000 initial revenue coming from THE VOICE CADDIE deal. They are also currently beginning OEM testing with major club manufactures, which could lead to strong recurring revenue if the clubs sold on the rack had Newton shafts. For young Newton Golf the risks unfortunately outweigh the catalysts currently, with the company's debt, nasdaq notices, low cash balance, declining revenue, an interim CEO none of which its competitors have to deal with at the same time.
Newton is currently singling several shafts that include its $300 Newton Motion Driver shaft, a lighter Fast Motion driver shaft at $325, and the fairway wood shaft which is $270. These are premium prices that are right in line with the major dawgs shafts like the Fujikura Ventus and the Mitsubishi shafts. The Gravity putting line is still sold for $450 but has now become a supporting player. Currently, 91% of Newton's revenue comes from direct-to-consumer channels, which is unusual for golf equipment. The other 9% comes from professional club fitters across the United States. Newton Golf is currently working on expanding to Japan and Korea with its distribution deals, as these are the largest golf markets outside of the United States. A sneaky potential revenue play for Newton is its DOT system; they describe it as swing data, physical modeling, and fitter feedback wrapped into a single proprietary tool. Management has openly discussed white labeling this product to OEMs and manufacturers, creating a high-margin revenue source from thin air. Management also noted that they are rapidly increasing their club fitter accounts 99% YoY, with returning customer orders growing 47% as well. Golf fitters do not receive any kickback from recommending the Newton shafts either; this is an extremely rare chance (yes, rare) in a customer's buying journey where trust goes a long way. Their massive DTC channel is also a value add, as if/when professionals begin to recommend the product, customers will flock towards that channel. This shift happened to L.A.B in the putter game; Wild Newton tried to play the ball in that game, they missed, so they are swinging again but going for shafts.
Since COVID, golf has been on a generational demand run; to the dismay of many, the number of players has only gone up since COVID. There is a group of golf queer hardos, supporting a movement called #SHRINK. This group is why there is a cuck chair in hotel rooms. In 2025, the legends of America played roughly 540 million rounds, with the total US participation growing for its eighth straight year according to the National Golf Foundation. The golf shaft market is a roughly 600 million industry annually, representing about 7% of golf equipment spend. The shaft business is separated into two units: the OEM stock business where the shaft makers sell the unit directly to the club makers, and that’s how you buy clubs off the rack. The other segment is the lower-volume aftermarket shafts that are often sold at a premium and are usually sold through a golf fitting. Newton's current position in the market is tiny but well placed for a company with zero OEM business. Most of the shaft brands rely on this OEM business on top of their aftermarket shaft business due to the number of people who buy new sets per year vs buy new shafts per year. The economics for this sort of business are that, in most industries, a tiny company would have zero chance to fight the big dawgs, but in golf, a company can sell a premium shaft or item at a markup, with high-quality materials and strong margins, and will be able to operate as an SMB within the industry. They may not be sold at Dicks or Golf Galaxy, but there are tons of competitor brands within the golf space that are creating high-quality items in the clothing and accessory space. This segment is where people are also more comfortable buying from companies outside the majors. Shafts are also sold at great margins, so it's a great product for a smaller company to sell to consumers.
Newton Golf is going after a fairly new segment in the golf market because in the early 2010’s nearly every driver, wood, or hybrid that was shipped had a permanent shaft. Since that changed in the mid 2010’s, any golfer can just unscrew their shaft in seconds and try a new one. Newton estimates that there have been nearly 40 million shafts sold since the game changed. If you relate this to the auto industry and aftermarket accessories, this market has been growing steadily at a 6% CAGR for nearly $260 billion. I relate the two because not all golfers will upgrade their shafts, just like not all drivers will add aftermarket parts to their cars. Another key business driver for shaft sales is professional club fitting, which in recent years has gone from a tour-only luxury to a mainstream luxury your twat brother can experience. Golf simulators like Topgolf-style venues, indoor venues, or Trackmans have become more available, giving data collection tools to a larger portion of the market. This matters a lot, as if the customer can go to one of these locations, they can become more educated about their swing speed and shit so they can pick out the perfect shaft.
The demographics of golf and trends are also rapidly increasing from female participation, junior golfers, premiumization, capital flow, and new technology. Female and youth participation is seeing rapid growth in the US, with female participation growing 45% between 2020 and 2025, and junior golf is reaching new participation levels globally. This means there are millions of players entering a market where they will buy entry-level clubs and, in several years, as they improve (hopefully). Another major trend is premiumization within the industry's equipment segment. Golfers of all skill ranges are now justifying spending more on equipment and spending the extra dollars now in the hope of improving their game later. Data is even showing that younger consumers/millennials are now outspending older golfers, with a large portion of these players planning and saving up thousands of dollars for their equipment/set. Capital allocators have also begun investing more heavily around the game of golf; despite the PIF deinvesting from LIV, investments are continuing to be made in the equipment and apparel segment. L Catterton invested $200 million in L.A.B. McLaren has recently launched a golf brand, and tons of challenger golf brands operating in the equipment and apparel space are popping up to serve customers in niche segments.
Right now, nearly every shaft is made in Japan, China, or Vietnam, although Newton manufactures their shafts in Missouri. In a world where companies are eating tariff costs from their Chinese and Asian manufactured items, an American-made shaft can go sell for a premium. This leads into shaft technology as material science improvements, thinner carbon, higher modulus fibers, and borrowed systems for aerospace make their way into golf equipment. Especially once casual players got access to measurement tools, this gave the opportunity to invest more into R7D and led them to ship tons of SKUs, dozens of models, shaft weights, and flex profiles per brand. This makes the professional fitter even more necessary as the major golf brands are doing more to confuse the customer in the name of profits. This is where Newton is looking to change the game with their shaft ranking system, as every mature consumer category eventually gets simplified ‘sizing’ standards. Launch monitors have also fallen from a pro tour-only specialty to something you can install in your house for $1000; this leads to a world where every golfer can know their swing numbers. .
Fuel The Keyboard
This blog runs on caffeine and 10-k’s. Send a cup of joe my way to keep the words flowing! Support me here.
The shaft market is not like the apparel segment with 3 new ‘brands’ popping up every day. You can’t just dropship golf shafts; well, you can probably (not going to look that up) but very few will actually buy those, as the likelihood they suck and will break is high. The shaft industry is oligopolistic, with the number one player, Fujikura, holding a 42% market share of all shafts sold. Behind them sits Mitsubishi (yes, that same company), which has been known to be the most formidable competitor to Fujikura. Behind those brands sit a plethora of boutique to small to mid-sized players like Graphite Design, UST Mamiya, True Temper, and newer players like LA Golf. Newton has a whopping 1%ish market share, but that number is fairly irrelevant to think about currently as they are growing fast in fitting shops like Club Champion. In 2025, they were the number one shaft for both drivers and fairway woods across all the company's 136 locations. There is also no pay-to-play in the shaft game, unlike clubs, balls, and clothing. Tour players are not paid to endorse shafts; they are incentivized based on outcome, which is extremely beneficial for Newton as they can potentially acquire professional customers at no cost. The OEM relationship is also a major possibility or acquirer for Newton, as the big dogs ship roughly 11 million clubs per year, and even if a small percent of those were Newton shafts, that could increase sales dramatically.
Newton barely has a laundry list of sustainable advantages they can write home to mom about, but they do have a few things going for them like the DOT System, the fitting flywheel, and its US manufacturing base. By owning the DOT name and system, the company can push the golf club fitting conversation into its turf while competitors can only copy the language that Newton is using. Language is an underrated form of moat, as it often comes in the form of social media posts, as the real moat lies in the customer's head from all the times they heard a YouTube creator talk about the shaft. Using Newton technology and the DOT systems, fitters require fewer trial swings, which makes fitting sessions faster and more effective. Newton's club fitting network is also growing faster, so their small data set is rapidly growing, and every new order adds to that set. The last “advantage” is its U.S manufacturing operations; this domestic production gives them speed that OEMs cannot match. It also gives them quality control over its lower volume production; though this facility can pump out 200k units a year, they are currently shipping out around 40k. But we can be honest, none of these are core market advantages that are durable in the long run; they can be munched on fairly quickly. Newton has several small snowballs currently; they just need a good snow and the right hill to roll down. Then things will start compounding for them fairly quickly, I think.
In the shaft game, the barriers to entry are more about credibility than capital, although you will indeed need some of that dirty green. Any dork can call up a factory in China or Vietnam and get some decent shafts, but it gets real when you want fitters to rack them and golfers to trust them at $300 a shaft. Newton is in their early stages despite being a publicly traded company; they have products in stores with strong sales, but losses are mounting. Switching costs for the end consumer are low; yes, they are spending several hundred dollars on a shaft, but all the options are in the range. This is why Newton is investing heavily into its DOT system, as they believe it will act as a customer lock-in tool as if the customer churns from Newton, they will have to go back into the wild world of flex labels. The fitting channel, however, is somewhat on Newton's side, as fitters invest time into learning a brand's fitting methodology and frameworks that shorten losses. Newton has made this process extremely easy, which could be a reason why Wholesale accounts are growing rapidly. A real stress will be when and if Fujikura launches a similar swing speed-indexed line that competes with Newton's shafts. Will a copycat launched by the market leader validate their business or ctrl alt delete that shit. Something similar to this happened with L.A.B and its zero torque models; every brand shipped one, but L.A.B's sales still three ex’d.
Financial Analysis (Written by ShadowFax, my AI analyst)
The top line is the only part of the financials that doesn't make you want to drink heavily: net sales went from a measly $349,000 in 2023 to $3.5 million in 2024, and then hit a record $8.1 million in 2025. That’s a gain of 887% followed by another 136%, with the Motion shaft platform doing all the heavy lifting. Gross margin was 35% in 2023, jumped to 66% in 2024, and settled at 56% in 2025 as the boys dealt with channel mix and the pains of scaling up. It actually bounced back to 63% in Q1 of 2026, which is absolutely elite for sporting goods and shows that the 91% DTC mix is a total cheat code. The nightmare begins below the gross profit line: quarterly operating expenses are running around $3.2 million against only $1 to $2 million in revenue, leading to a $6.0 million net loss in 2025 and a $8.2 million hole on a trailing twelve-month basis. Q1 2026 alone saw a $2.7 million loss and the first real growth scare, with revenue down 18% YoY. Management claims this was just a manufacturing bottleneck that pushed $1.2 million into a backlog for Q2, but the math is clear: the product makes money, but the company is burning through cash like a wildfire at this scale.
By March 31, 2026, the balance sheet was looking straight-up terrifying: $593,000 in cash against a burn that eats that alive in a few weeks. It’s no wonder Nasdaq hit them with a deficiency notice in April for falling below the $2.5 million equity floor. The July 2026 transactions were a desperate attempt to fix the structure in one shot: $2.3 million of convertible notes were swapped into new Series A Preferred Stock with a 10% dividend, plus they opened a $5.0 million senior secured revolving credit facility. They basically traded debt for equity-style paper and found a liquidity lifeline, which management hoped would satisfy the Nasdaq nerds by October. The chairman even got in on the note exchange, which at least shows he’s got some skin in the game. The financial plumbing is patched for now, but the cost is a senior layer of preferred stock sitting right on top of the common holders with a growing 10% claim.
Operating cash flow is in the gutter and free cash flow is even worse, with the quarterly burn sitting around $2 million once you count the manufacturing upgrades and working capital swings. There isn’t even a point in talking about FCF yield because the market cap is a tiny $4.7 million and the numerator is a giant negative number. These guys have been financing every single breath externally: the IPO, the reverse splits, the convertible notes, and now the revolver. The near-term survival story is all about fulfillment—if they can convert that $1.2 million backlog and collect the $136,000 from the VOICE CADDIE deal, they might survive. In a company this small, one solid quarter of shipments is the difference between growing the business and just keeping the lights on for another month.
Traditional financial ratios are basically broken at this scale; ROE and ROIC don’t mean anything when earnings are negative and equity is near zero. There’s no P/E to talk about, so we have to look at price-to-sales to find the dislocation. Newton is trading at roughly 0.6x 2025 revenue. Compare that to L.A.B. Golf, another physics-focused innovator, which got acquired at an implied 2x to 3x trailing revenue. Even the big dawgs like Acushnet trade around 2x sales, while Topgolf Callaway trades lower because of its own debt baggage. The gap between Newton and the L.A.B. deal is a massive 3x to 5x, and that discount exists because of three things: going-concern risk, the dilution overhang from all that preferred paper, and the fact that nano-caps are illiquid as hell. It’s a risky setup, but it’s specific and trackable, which is how we separate a real opportunity from a total value trap.
Don’t even ask about buybacks or dividends; there shouldn't be any. Capital allocation here is just a fancy word for "not going bankrupt." To be fair, the recent moves have been smarter than the stock price suggests: the Q1 capex built capacity for a bigger product line, and the note exchange removed a cash redemption threat. They’re buying time by spending equity, which is the only move you have when insolvency is knocking on the door. The real question for common holders is whether this purchased time actually scales the revenue before the dilution destroys the entire prize. It’s a race against the clock, and the Azar Capital Group is watching closely to see if management can actually deliver the goods.
Fuel The Keyboard
This blog runs on caffeine and 10-k’s. Send a cup of joe my way to keep the words flowing! Support me here.
Despite its financial troubles, if Newton can keep enough cash in the bank, several catalysts could each extend the company’s life. The nearest-term catalyst is a successful transition into shafts for the complete bag. Newton is mostly selling driver shafts currently, and they plan to release fairway and hybrid lines in the coming months. They think the math is simple: a current customer who knows their DOT score faces little friction adding the new shafts to their bag besides the purchase price. There is also growing evidence that customers are placing repeat orders, with repeat purchases up 47% in the first quarter of 2026. The figures network is also rapidly growing, with it doubling in 2025 and management continuing to boast about its growth. An increased retail footprint also gives them increased exposure to black Friday shoppers. Geographical expansion has also been on the menu recently as they have entered North Korea and Japan with separate retail deals. They completed a deal with VOICE CADDIE that will net them an initial $136k, but management believes this number will rapidly increase due to the market in Japan. On paper, some may see Newton's revenue declining and assume they are losing sales, but the real story is that they are building a $1.2 million backlog, and if they can successfully ship the new shaft lines, revenue should stabilize.
Inorganic growth is also fairly nonexistent for Newton Golf due to their size and history of being around. The lads have only been around a few years compared to some of the golf industry legacy brands, which have been around longer than you know. The golf equipment industry has several rare examples of funding rounds or acquisitions. Most recently, L Catterton invested in LAB Golf at a valuation above $200 million. Way, way back, Callaway paid $130 million for Odyssey back in 1997. Newton is running a similar playbook to LAB with its physics branding, unpaid tour adoption, fitter credibility, and eventually DTC economics. A strategic buyer or partner makes perfect sense as every major OEM has a fitting problem at the retail level and Newton’s DOT system fixes this. An acquisition by a major player like Callaway, Titleist, or TaylorMade would allow them to integrate the DOT system seamlessly, costing them next to nothing as a mere rounding error on their balance sheets. Near-term, however, joint ventures and partnerships are the more probable route, especially with the company just locking in a fresh deal with VOICE CADDIE over in Korea. OEM Partnerships could also rapidly increase sales, though mainly assumptions, doing business with OEMs is nothing but a good sign. While those are all nice things, time is not a friend of Newton’s; LAB was acquired as a profitable category-leading company that was shipping hundreds of thousands of units after a decade. Newton is pre-profit, subscale, and more financially stressed than your ex-girlfriend after a trip to Vegas.
Newton stacked the calendar for the second half of 2026, with its backlog conversion, VOICE CADDIE revenue realization, and when they plan to bring the fairway and hybrid shafts to market. This launch is planned for when golf season is in full swing, and the wallets are open. Hopefully the company has an excellent Q3, as in October, NASDAQ will be ruling on if the company is still in compliance to be listed. Assuming all goes well, Emerging Growth Research, the single analyst who is actively covering Newton, predicts a $3 PT. That price target is based on projections of 46% revenue growth in 2026 and 40% in 2027 with positive EBITDA in the second half of 2027. Gross margins have already begun to see a boost, with them moving from 56% in 2025 to 63% in the first quarter of 2026 as pricing held and the plant upgrades came online. Another potential catalyst for Newton Golf is its publicity through tour player usage or other marketing events, like recently an Australian long drive nerd set the Guinness World Record for fastest golf drive using a New Fast Motion Shaft. Combined with that, Newton shafts are currently being used by nearly 60 touring professionals across the PGA Tour, LPGA Tour, and The Korn Ferry Tour.
Newton Golf’s facility is based outta St. Joseph, Missouri, and they have stated that it can produce 200,00 shafts per year but are currently in the range of 30,000-40,000 shafts per year. Meaning Newton could ship five times the amount of its current volume before needing to worry about making any further expansion plans. They have even designed the DOT framework, enabling it to be used on irons and even putters. This would be a notable achievement as then their TAM reaches every club in the consumer bag, and it would make lots of sense to use the same shaft type across your bag. The math is fairly simple for shafts made to shafts sold to revenue, so if they can start pushing sales and work their way up to selling that 200k/year inventory, they could clear nearly $50 million a year in revenue. Newton’s growth strategy requires basically only capital: no new factory, no extra capex bets. The company just needs to invest in marketing, its fitting programs, and R&D.
Newton’s supply chain is fairly short and sweet, which we like, as for a company in their position, a larger and more complex supply chain would fuck them at this point. This is rare within the shaft game, as post players have their shafts manufactured in Japan, China, or Vietnam. While Newton can just get its raw inputs shipped to Missouri, then ship its output to Club Fitters. This gives them quality control that other manufacturers are unable to match, especially in an era when an American-made line can offer a premium in the golf market. This minimizes costs compared to competitors with outsourced Asian supply chains. What makes Azar Research Collective different from the rest is that we consider Newton's DOT system a part of the company’s supply chain. The DOT framework is basically considered in every purchase; every time they acquire a new customer, they also are acquiring new swing data. This creates a loop of product improvement, with every sale improving the fitting flow, every fitting improvement raising conversion, which increases sales.
Operationally, the lads over at Newton are feeling the burn; currently at the top of the org chat is an intern CEO, Akinobu Yorikro, who is also serving as the company’s CTO. Akinobu became CEO recently when, in April of this year, the entire board resigned along with several leadership members. The entire company is currently under 50 people. That is no easy task to be carrying two product launches, two new country go-to-market strategies, Nasdaq stuff, and a manufacturing facility. While small teams have been known to do great things, this is a challenging operation as the company is running on low cash mode. Newton has also become heavily reliant on its Club Champion partnership for future growth, despite their strong DTC engine; golfers need to try the shaft before having the confidence of just blindly ordering a $300 shaft based on a YouTube review. A failed expansion into Asia would also hurt the company, as they believed that the Korean and Japanese markets were worthy investments due to how those countries treat golf and how much they spend to play. There is also the operational pain in the ass of being a publicly traded micro-nano-super-small stock, with listing fees, audit/legal fees, SEC reporting schedules, IR retainers, and now a preferred class stock agreement that relies on the company doing $8 million in revenue.
You already know that the Azar Research Collective boys are math gurus, but even the youngest of lads knows that if your company had $593,000 in March with nearly $3 million in quarterly expenses, the road you will be traveling on will be bumpy. The company is living on convertible notes and dopamine, though if the company's new product launch disappoints and the holiday season sales fall, Newton could be no more. Dilution is another beast they must deal with, due to how they’ve structured their debt deals. Getting delisted from Nasdaq, while probably the best thing that could happen to them (or a take private), could be costly, as they would also have to transfer over to the OTC markets, which would crush what little liquidity was left.
Newton Golf operates in a small segment of the golf market that is led by giants; they are facing a somewhat classic challenger brand problem. Fujikura or Mitsubishi could launch a swing speed-indexed shaft line next week and devour Newton's lunch, but they are currently not incentivized to simply their own SKU economics. Newton must also pay attention to demand risks due to pricing; just because golf is in a naturally more expsnive segment of customer/wallet size doesn’t mean that there will be people continuously rolling in and buying $300 shafts for a single club. While the industry is seeing massive growth, that does not mean that the higher-end segment of the industry will see the same. The aftermarket segment within golf is also massively growing, as retailers are offering more used clubs, and even I have recently bought a used Scotty Cameron. Newton must also not fall into any OEM licensing traps as partners may set up product testing and evaluation programs with dozens of vendors to end up building something in-house. Regulation within golf shafts is also a minor risk, as the ability to swap out shafts is fairly new. We don’t think that will go anywhere, but maybe the USGA will regulate how the shafts are made, materials, and that sorta thing. This would likely create purchase hesitation from golfers who think they may be breaking the ‘rules’.
The lads at Azar Research Collective usually like to think in the longer term with most of the companies we write about, but in Newton's situation, they may only have 1 year to play ball. Hopefully in the next few months they can successfully ship their new fairway and hybrid shafts, ship the VOICE CADDIE order, and secure the Nasdaq’s acceptance. If this rip is followed by a successful holiday season and Newton can successfully prove its full bag thesis with existing customers expanding the amount of Newton’s in their bag. Phase three of the rip would include successful scaling in Japan and Korea, OEM partnerships signed, and reaching the revenue targets Emerging Growth set. Each phase represents a major catalyst opportunity in the company valuation and how institutional and retail investors will view the company. Passing phase two would be an extremely bullish sign for the long-term outlook for Newton, as at that point they could be compared to larger challenger brands like LAB. While passing phase three makes them a potential threat or acquisition target to the large hounds as they turn from a niche company to a company with international revenue and a strong brand moat.
However, if they are unable to reach these phases, they may get exiled to the OTC markets for bottom feeders to rip them apart. As the company has yet to ship a profitable quarter, this will be a treacherous journey as operating expenses are nearly triple quarterly revenue, the growth engine is stalled by a small team, and the leadership is running on E. Newton does not have the time to loligag and larp; they need to ship meaningful progress quickly. The Newton team has a long journey ahead of them, and unfortunately they are about to enter the Mirkwood forest, and unlike Bilbo, Fili, Kili, Balin, Dwalin, Oin, Glóin, Ori, Dori, Nori, Bifur, Bofur, Bombur, and Thorin, they cannot afford to get lost and almost eaten by giant spiders.
We, the bad boys over at Azar Research Collective, think Newton is definitely up to something, and love that they are a public company at such a small size. They are certainly brave for that, smart, unsure about that. The company has a long history of bumbling its way through the round; if they want to make the weekend cut, they must stop all non-core activities and ruthlessly operate like a gang of hyenas who haven’t eaten in 6 days 12 hours 47 minutes and 21 seconds. Newton's first law says that an object stays in motion unless acted on by an outside force, and in this situation the product is in motion, fitters are selling it, pros are baggin it, with returning customers, although the outside force is the company’s balance sheet.
Fuel The Keyboard
This blog runs on caffeine and 10-k’s. Send a cup of joe my way to keep the words flowing! Support me here.
Disclosure
These views are my own and have not been influenced by friends or family. This content is for informational and educational purposes only and does not constitute financial, investment, legal, or professional advice. Past performance is not indicative of future results, and the author assumes no liability for any investment decisions made based on this content.
Great moments are born in great opportunity, and that's what you have here, that's what you’ve earned here tonight. Tonight we long, tonight we long shut them down because we can. Tonight, we are the greatest firm in the world. I don’t think anything is going to be hard. What is there to lose? There's nothing to be lost, nothing to complain about. I can’t think of anything that I would find stressful or could bring us down. These views are my own and have not been influenced by friends or family. This analysis is strictly for informational and entertainment purposes only and is absolutely, positively NOT financial, investment, legal, or professional advice of any kind. It’s not a golden ticket, a sure bet, or a substitute for your own brainpower. Markets are a rollercoaster, and losses can hit harder than a freight train—consider yourself warned. Investors must do their own hardcore due diligence, dig into the details, and/or consult a licensed financial advisor, accountant, lawyer, or whoever else you trust before even thinking about making investment decisions. Past performance? The author, this platform, and anyone remotely connected to this content take zero responsibility for your financial moves, wins, or wipeouts. Instead of looking up to Thomas Jefferson, or looking up to Nikola Tesla, or looking up to Magellan, I mean, kids, Magellan is a lot COOLER than Justin Bieber! He circumnavigated with one ship the entire planet! He was killed by wild natives before they got back to Portugal! And when they got back, there was only like eleven people alive of the two hundred and something crew, and the entire ship was rotting down to the waterline! That's destiny! That's will! That's striving! That's being a trailblazer! An explorer! Going into space! Mathematics! Quantum mechanics! The secrets of the universe! It's all there! Life is fiery with its beauty. It's incredible detail tuning in to it. Unlock your human potential, defeat the globalists who want to shutter your mind. I want to see you truly live, I want to see you be who you truly are! I don’t want my progyny whos coming, my unborn grandchildren and great grandchildren to live in this nightmare system these control freaks created. Thats why I don’t have fear, I only have fear of myself and my flesh and not being up to the challenge. I ask you to look in the mirror and ask yourself, what are you doing in this time of great challenge, what are you doing to unlock minds? Once you unlock a mind, once you unlock somebody, then they can unlock their soul. Just let the regulators know that we have a finite time on this planet, and you can be viciously mediocre, you can get after it. And to the haters, we have been honed into a machine of lethal moving parts that you would be wise to avoid if you know what's good for you. We will not be intimidated, we will not back down. We've seen war; we don’t want war. But if you want war with the United States of America … someone else will raise your sons and daughters. I love burning the short sellers. Some also may say I'm not even a good trader, I'm just lucky. To them I say, what's the difference? Thank you for your attention to this matter. See you later, spacecowboy.