Owner Scorecard


← All companies ← CCCS Manual CCK → ← AMT REITs — Data Centers & Towers DLR →

CCI, Crown Castle Inc.

Our core business is providing access, including space or capacity, to our towers via long-term contracts in various forms, including lease, license, sublease and service agreements.

We refer to our towers, small cells and fiber assets collectively as "communications infrastructure," and, at times, to our customers on our communications infrastructure as "tenants."

Latest annual: FY2025 10-K
CCI · Crown Castle Inc.
I

The business

What it sells, where the money comes from, the kind of company it is.

Revenue · FY2025
$4.3B
−4.4% YoY · −6% 5-yr CAGR
Vital signs · TTM, with 5-yr average
Revenue $4.2B 5-yr avg $5.4B
Cash margin 63% 5-yr avg 58%
Dividend / operating cash 88% 5-yr avg 85%
Debt / assets 124% 5-yr avg 67%

Next report By 11/8 · the 10-Q for the quarter ended late September · due within 40 days of period end · has filed ~37 days after · the wire records it on arrival

The business in brief

read the 10-K →

What this business is and what moves its needle, from its own SEC filings.

What moves the needle
Occupancy, rents, and the cost of debt. Read on funds from operations and net asset value, because GAAP depreciation distorts the earnings, and a property downturn meets a balance sheet built on leverage. On its own account, the filing leans hardest on debt terms & refinancing, set against the numbers in what the filing emphasizes, below.
Is it a good business?
Operating cash per share has been roughly flat (3% a year). The dividend takes 88% of FFO, and is covered. Debt is 124% of assets, heavy for a REIT. The quality and location of the properties, the lease terms and occupancy, and the cost of the debt are what the 10-K settles, and no single ratio captures them.

Every line is arithmetic on the company's filings, shown in full in the sections below.

II

The record

Ten years of arithmetic, read across the cycle.

The record, 2016–2025

realized figures from each filing · older years to the left
2016’162017’172018’182019’192020’202021’212022’222023’232024’242025’25TTMTTMJun 2026
Income statement
$3.9B$4.3B$5.4B$5.8B$5.8B$6.3B$7.0B$4.7B$4.5B$4.3B$4.2BRevenueRevenue
$357M$445M$509M$747M$999M$1.1B$1.7B$1.5B($3.9B)$444M$862MNet incomeNet inc.
Cash flow & returns
$1.1B$1.2B$1.5B$1.6B$1.6B$1.6B$1.7B$787M$736M$690M$681MDepreciation & amortizationD&A
$1.8B$2.0B$2.5B$2.7B$3.1B$2.8B$2.9B$3.1B$2.9B$3.1B$2.6BCash from operationsOp. cash
$1.2B$1.5B$1.8B$1.9B$2.1B$2.4B$2.6B$2.7B$2.7B$2.1B$2.3BDividends paidDiv. paid
Balance sheet
69%74%71%71%69%85%90%87%93%68%88%Dividend / operating cashPayout
Cash flow & returns
($1.4B)($10.5B)($1.8B)($2.1B)($1.7B)($1.3B)($1.4B)($1.5B)($1.2B)($1.2B)Investing cash flowInv. cash
($89M)$8.2B($733M)($692M)($1.3B)($1.3B)($1.7B)($1.7B)($1.7B)($1.9B)Financing cash flowFin. cash
$0$1M($1M)$0$0$0Exchange-rate effectFX
Balance sheet
$16.1B$20.1B$21.8B$23.9B$25.4B$26.7B$27.9B$29.4B$30.5B$31.6B$31.6BReal estate (gross)RE gross
$22.7B$32.2B$32.8B$38.5B$38.8B$39.0B$38.9B$38.5B$32.7B$31.5B$21.5BTotal assetsAssets
54%50%51%47%50%53%58%62%75%86%124%Debt / assetsDebt/assets
$12.3B$16.3B$16.8B$18.2B$19.4B$20.7B$22.5B$23.8B$24.7B$27.1B$26.6BTotal debtDebt
$11.7B$16.0B$16.5B$18.0B$19.2B$20.4B$22.4B$23.7B$24.6B$27.0B$25.6BNet debt / (cash)Net debt
$0$0$0Interest expenseInt. exp.
$15.1B$19.9B$21.2B$28.0B$29.3B$30.8B$31.5B$32.1B$32.9B$33.2BTotal liabilitiesTotal liab.
$7.2B$11.9B$11.6B$10.5B$9.5B$8.3B$7.4B$6.4B($133M)($1.6B)($3.3B)Shareholders’ equityEquity
Per share
341M383M415M418M425M434M434M434M434M437M436MShares out (diluted)Shares
$3.63$3.94$4.29$4.57$4.95$5.47$6.00$6.27$6.29$4.76$5.28Dividends / shareDiv/sh
$21.18$31.14$27.88$25.09$22.26$19.03$17.16$14.70$-0.31$-3.74$-7.50Book value / shareBVPS
Per-share growththe realized rate an owner's share compounded
9-yr5-yr
Revenue / share−1.8%/yr−6.6%/yr
Owner earnings / share+10.5%/yr+14.3%/yr
EPS−0.3%/yr−15.4%/yr
Dividends / share+3.0%/yr−0.8%/yr
Capital spending / share−18.3%/yr−35.8%/yr
III

Quality & stewardship

Returns, the balance sheet, capital allocation, and pay.

Owner’s Scorecard

FY2025 10-K · source on SEC EDGAR →

Is it a good business?

  • A range, because the filings do not split maintenance from expansion
    Between cash from operations less all capital spending $3.1B − $182M = $2.9B, and cash from operations $3.1B
    What this means

    Owner earnings is what a business produces in cash after the spending needed to keep it competitive. For a property trust that spending cannot be read: the filings mix the money that replaces a roof with the money that buys a building, and management decides which is which. Rather than model the split and publish a single figure, the two ends are shown. The upper end is operating cash, which no owner could exceed. The lower end deducts every dollar of capital spending, which is too harsh, since a trust that is growing is charged for buildings it is adding. A trust whose distribution sits near the lower end is paying it out of the properties; one whose distribution exceeds the upper end is paying it from somewhere else.

  • Strong against cost
    Cash from operations $3.1B ÷ real estate at cost $31.6B
    What this means

    The cash the properties throw off, measured against what they cost to acquire and build rather than against a market value nobody filed. Read it across the record: a portfolio whose yield on cost is rising is either raising rents faster than it is adding buildings, or buying well. Gross cost is used deliberately, so accumulated depreciation cannot shrink the denominator and flatter the return.

  • Covered
    Dividends $2.1B ÷ cash from operations $3.1B
    What this means

    A REIT must distribute most of its taxable income, so a high payout is normal and the question is whether the cash covers it. This is a harder test than the industry's usual one: funds from operations adds depreciation back without deducting the capital that genuinely keeps buildings competitive, so a distribution can look covered on that measure and still be funded by borrowing or by selling buildings. Above 100% of operating cash, it is being funded by something other than the properties.

  • Withheld — not in the filings' structured data
    What this means

    Funds from operations is defined by the industry's trade association rather than by accounting rules, and no REIT tags it in the structured data behind this site. Rebuilding it from the standard tags misses the figure these companies report by as much as half, because the gains on property sales it must exclude sit behind each filer's own custom tags. Rather than publish an invented number under the industry's name, the record shows the cash the properties actually produced.

Is it sound?

  • Heavy
    Total debt $27.1B ÷ assets $31.5B
    What this means

    Every REIT runs on leverage; how much is the question. Heavy debt is what turns a property downturn into a wipeout, as 2008 showed, so a conservative balance sheet is part of the moat here, not a drag on it.

  • Not enough data
    What this means

    Operating income or interest is missing, or operating income sits far below net income (a triple-net REIT's lease income bypasses the operating line), so an EBITDA coverage would mislead — read it on net income against the interest bill, and on debt / assets, instead.

  • Consolidated accounts only
    What this means

    These figures are the trust's consolidated accounts. Where a REIT owns buildings through joint ventures it does not control, its share of those properties — and of the debt against them — sits outside every line here, and the filings do not tag it in a form this pipeline can read. Read the equity-method and off-balance-sheet notes in the 10-K before concluding anything about total leverage.

All figures as filed; the source filing is linked above.

Current Position

as of the latest quarter, Jun 30, 2026

Can the business pay what it owes this year, off the freshest balance sheet: the quality of the assets, the debt actually coming due, and what a low ratio means here.

Current assets$1.7B
  • Cash & short-term investments$1.0B
  • Receivables$179M
  • Other current assets$495M
Current liabilities$3.3B
  • Debt due within a year$2.3B
  • Accounts payable$90M
  • Other current liabilities$940M
Current ratio0.52×all current assets ÷ what's due · Graham looked for 2×
Quick ratio0.52×stricter: inventory excluded
Cash ratio0.32×strictest: cash alone against what's due
Working capital($1.6B)the cushion left after near-term bills
Debt due this year vs. cash$2.3B due · $1.0B cash cash alone won't cover the maturities; it leans on refinancing or operating cash · both figures from the Jun 30, 2026 balance sheet
Revenue, latest quarter vs. a year ago−4.9%the freshest read on whether the business is still growing
Current ratio, recent quarters0.5× → 0.5×
Deeper floors
Tangible book value($9.3B)equity stripped of goodwill & intangibles
Net current asset value($23.1B)Graham's net-net: current assets less all liabilities
Debt incl. operating leases$31.8B$5.2B of it operating leases; with finance leases, “total fixed claims” below reaches $32.3B (annual-report basis)
Deferred revenue$259Mcustomer cash collected before delivery; operating float

From the company's latest filing.

Not how much it owes, but when it falls due, and against what. The ladder the company files, beside cash on hand and a year's owner earnings.

'26$2.7B
'27$2.3B
'28$2.6B
'29$2.5B
'30$772M
later$9.7B

Bars scaled to the largest single year; “later” is everything due after 2030, shown apart since it dwarfs the years.

Due in the next 12 months$2.7Bthe first rung: what must be repaid or rolled over within the year
Within two years$5.0Bthe near wall, the part most exposed to today’s credit conditions
Biggest single year$2.7Bin 2026the lumpiest maturity, where a refinancing, if needed, is largest
Total scheduled principal$20.5Bevery year plus what lies beyond, as the footnote totals it

Against what the business has and earns

Cash & short-term investments, Jun 30, 2026$1.0B
One year of owner earnings (FY2025)$2.9B
Together, against $2.7B due next year1.5×

Cash on hand as of Jun 30, 2026 plus a year’s owner earnings comes to $3.9B against the $2.7B due in the twelve months after the Dec 31, 2025 schedule: 1.5 times it.

Maturity schedule extracted from the company’s Dec 31, 2025 annual report and reconciled to the total the table states.

Debt by another name. What the business owes on the property, aircraft, stores and equipment it rents rather than owns is a fixed claim due on a schedule; added back to the debt, it is the true leverage. That ladder, and what it adds to the debt on the page above.

'26$521M
'27$523M
'28$526M
'29$527M
'30$524M
later$5.1B

Lease payments by year, scaled to the largest; “later” is everything beyond year five, shown apart. These are the contractual cash payments, before the interest the filing imputes back out to the balance-sheet liability.

Due in the next 12 months$521Ma fixed cash payment, owed whether or not the business has a good year
Total lease payments$7.7Bevery year plus the tail, undiscounted: the full cash the leases will take
On the balance sheet$5.2Bthe present value of those payments, the recognised lease liability

True leverage: debt plus leases

On-balance-sheet debt$27.1B
Lease obligations (present value)$5.2B
Total fixed claims on the business$32.3B

Counting the leases the way Buffett does, the fixed claims on this business come to $32.3B, of which the leases are 16%. The lease wall above and the debt schedule together are the calendar of what must be paid, and when.

Lease ladder read from the ASC 842 tags in the company’s Dec 31, 2025 annual report and reconciled: the yearly buckets sum to the undiscounted total, which less the imputed interest equals the balance-sheet liability; a ladder that doesn’t tie out is withheld.

Acquisitions & goodwill

from the balance sheet & the 10-year cash-flow record

Goodwill grows only when a company acquires and falls only when it concedes it overpaid. The size of that bet, the cash put into buying rather than building, and how much has already been written off.

Goodwill & intangibles$6.0B19% of all assets; the premium carried on the balance sheet for businesses acquired
Against book equitygoodwill is this share of book equity; the rest is the company’s own retained and paid-in capital
Cash spent acquiring$2.7Bover 19 years since fiscal 2007 buying other businesses, against $10.7B of capital spent building over the 10-year record

$5.0B written down across 1 year (2024): goodwill the company has already conceded it overpaid for, charged against earnings. That is roughly 48% of the cash it put into acquisitions over the span. A write-down costs no cash (the cash went out when the deal was signed), but it is management marking its own past judgment to market.

Beside that spending sits $4.1B of cumulative amortization of acquired intangibles charged against earnings since fiscal 2008 (tagged in 15 of those years; 3 years untagged) — the purchase price of past deals, expensed over time.

Goodwill, acquired intangibles and equity from the latest balance sheet; acquisition spend and amortization summed across the company's full tagged history, write-downs across the 10-year record, from the company's own filings.

Management, ownership & pay

read the proxy →

From the proxy: how much of the business the people running it own, and how they are paid.

  • Insider ownership<1%

    The stake all directors and executive officers hold together, per the 2026 proxy: skin in the game, the first thing Munger reads.

  • CEO pay ratio113:1

    What the chief earns for every dollar the median employee makes, per the 2026 proxy. A high ratio alone settles nothing; some businesses are genuinely top-heavy in scarce skill. A runaway figure is where Buffett starts asking whether the board is doing its job.

  • Stock-based compensation$73M

    The slice of the business handed to employees in shares in fiscal 2025, 1.7% of revenue, equal to 3.5% of operating profit. Buffett's oldest accounting fight: this is compensation, compensation is an expense, real whether or not the headline earnings admit it. One trap: the cash-flow statement adds SBC back, so the operating cash, and the owner earnings drawn from it, are flattered by exactly this amount; counted as the cost it is, what an owner keeps is lower.

What an owner would ask, FY2025

read the 10-K →
  • Which reported numbers are a judgment call?
    Management names Revenue recognition, Income taxes as critical estimates

    each rests partly on management's judgment; the filing's note sets out the assumptionsverify →

The questions the record and the charts do not answer on their own; each carries the figure and the place to look.

Peers, Tower & infrastructure REITs

The same industry, side by side on the REIT lens. Each column names the period it is read over; the group median at the foot is the line to read each figure against.

CompanyRevenuelatest FY, USDCash marginmedian over the recordCash / assetsmedian over the recordDividend / cashmedian over the recordDebt / assetsmedian over the record
AMTAmerican Tower Corp.$10.6B49%8.7%48%60%
CCICrown Castle Inc.$4.3B47%7.8%73%54%
SBACSBA Communications Corporation$2.8B48%11.7%24%121%
Group median48%8.7%48%60%
IV

The price

What a price has to assume.

What the price implies

reverse-DCF

A reit / real estate isn't read on an owner-earnings DCF; its economics live on the balance sheet (book value, the return earned on it, and the cash the assets throw off).

Cite: Owner Scorecard, "Crown Castle Inc. (CCI), the owner's record," https://ownerscorecard.com/c/CCI, data as of 2026-08-17.

Manual order: ← CCCS its page in the Manual CCK →

Industry order: ← AMT the REITs — Data Centers & Towers chapter DLR →