Campbells Company Insiders
| CPB Stock | USD 28.15 0.13 0.46% |
Campbells employs about 13.7 K people. The company is managed by 43 executives with a total tenure of roughly 220 years, averaging almost 5.0 years of service per executive, having 318.6 employees per reported executive. Analysis of Campbells' management performance can provide insight into the company performance.
| Mark Clouse CEO President, Chief Executive Officer, Director |
| Keith McLoughlin Chairman Independent Chairman of the Board |
Insider Sentiment 50
Impartial
Selling | Buying |
Latest Trades
| 2025-09-29 | Ro Khanna | Disposed @ 30.87 | |||
| 2025-08-04 | Ro Khanna | Acquired @ 32.29 | |||
| 2025-07-25 | Ro Khanna | Acquired @ 32.66 | |||
| 2025-06-17 | Lisa C. McClain | Disposed @ 31.82 | |||
| 2025-06-11 | Lisa C. McClain | Acquired @ 33.4 | |||
| 2025-03-31 | Charles A Brawley III | Disposed 2498 @ 40.03 | View | ||
| 2025-02-25 | Robert Bresnahan, Jr. | Acquired @ 41.65 | |||
| 2025-01-03 | Anthony Sanzio | Disposed 2000 @ 41.9 | View |
Monitoring Campbells' insider sentiment can offer insights into its future performance, as insiders often have access to more information about their company's operations, financial health, and upcoming initiatives than the general public. However, it's essential to note that insider trading is regulated by securities laws, and insiders are required to disclose their trades publicly to ensure transparency and prevent unfair advantages based on non-public information.
Acquired vs Disposed
Filed vs Not Filed
Insider sentiment refers to the collective sentiment or feeling of Campbells' insiders - typically its officers, directors, and beneficial owners holding more than a certain percentage of the company's stock - about the future prospects of Campbells Co. This sentiment is often gauged based on the trading activities of these insiders. If insiders are purchasing more shares of their own company, it may be interpreted as a bullish sentiment, indicating that they believe Campbells' stock will rise in value. Conversely, if insiders are selling shares, it might be seen as bearish, suggesting they expect the stock price to drop.
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Campbells' Workforce Through the Years
Please note that employee historical analysis has become an increasingly important factor for investors assessing the risk associated with Campbells' future performance. Based on our forecasts, it is anticipated that Campbells will maintain a workforce of about 44380 employees by January 2026.Campbells' latest congressional trading
Congressional trading in companies like Campbells, is subject to rigorous scrutiny to prevent conflicts of interest and insider trading. This is governed by multiple SEC regulations which were established to foster transparency and deter members of Congress from leveraging non-public information for personal gain. This oversight helps maintain public trust and ensures that investments in Campbells by those in governmental positions are based on the same information available to the general public.
| 2025-11-14 | Representative Ro Khanna | Acquired Under $15K | Verify | ||
| 2025-10-03 | Representative Ro Khanna | Acquired Under $15K | Verify | ||
| 2025-09-12 | Representative Ro Khanna | Acquired Under $15K | Verify |
Campbells Management Team Effectiveness
The company has Return on Asset of 0.0569 % which means that on every $100 spent on assets, it made $0.0569 of profit. This is way below average. In the same way, it shows a return on shareholders' equity (ROE) of 0.1482 %, implying that it generated $0.1482 on every 100 dollars invested. Campbells' management efficiency ratios could be used to measure how well Campbells manages its routine affairs as well as how well it operates its assets and liabilities. As of December 29, 2025, Return On Tangible Assets is expected to decline to 0.10. In addition to that, Return On Capital Employed is expected to decline to 0.11. At present, Campbells' Non Current Assets Total are projected to increase significantly based on the last few years of reporting. The current year's Intangible Assets is expected to grow to about 4.6 B, whereas Total Assets are forecasted to decline to about 8.1 B.The current year's Common Stock Shares Outstanding is expected to grow to about 316.4 M, whereas Net Income Applicable To Common Shares is forecasted to decline to about 797.8 M.
Campbells Workforce Comparison
Campbells Co is rated below average in number of employees category among its peers. The total workforce of Consumer Staples industry is currently estimated at about 285,126. Campbells holds roughly 13,700 in number of employees claiming about 5% of stocks in Consumer Staples industry.
Campbells Profit Margins
The company has Net Profit Margin of 0.06 %, which implies that it may need a different competitive strategy as even a very small decline in it revenue may erase profits and result in a net loss. This is way below average. In the same way, it shows Net Operating Margin of 0.14 %, which entails that for every 100 dollars of revenue, it generated $0.14 of operating income.| Current Value | Last Year | Change From Last Year | 10 Year Trend | ||||||
|---|---|---|---|---|---|---|---|---|---|
| Gross Profit Margin | 0.31 | 0.3042 |
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| Net Profit Margin | 0.0588 | 0.0587 |
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| Operating Profit Margin | 0.13 | 0.132 |
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| Pretax Profit Margin | 0.0786 | 0.0776 |
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| Return On Assets | 0.0372 | 0.0404 |
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| Return On Equity | 0.15 | 0.1543 |
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Campbells Insider Trading History
Some recent studies suggest that insider trading raises the cost of capital for securities issuers and decreases overall economic growth. Trading by specific Campbells insiders, such as employees or executives, is commonly permitted as long as it does not rely on Campbells' material information that is not in the public domain. Local jurisdictions usually require such trading to be reported in order to monitor insider transactions. In many U.S. states, trading conducted by corporate officers, key employees, directors, or significant shareholders must be reported to the regulator or publicly disclosed, usually within a few business days of the trade. In these cases, Campbells insiders must file a Form 4 with the U.S. Securities and Exchange Commission (SEC) when buying or selling shares of their own companies.
| Buy/Sell Ratio | # Purchases Trades | # Sales Trades | Total Shares Purchased | Total Shares Sold | |
|---|---|---|---|---|---|
| 2025-12-01 | 6.5 | 13 | 2 | 362,065 | 20,461 |
| 2025-09-01 | 2.0 | 18 | 9 | 57,370 | 44,219 |
| 2025-06-01 | 10.0 | 10 | 1 | 17,325 | 6,555 |
| 2025-03-01 | 2.0 | 12 | 6 | 37,384 | 37,487 |
| 2024-12-01 | 6.6667 | 20 | 3 | 183,460 | 16,692 |
| 2024-09-01 | 2.0 | 18 | 9 | 287,312 | 181,382 |
| 2024-06-01 | 11.0 | 11 | 1 | 12,068 | 250.00 |
| 2024-03-01 | 6.5 | 13 | 2 | 87,486 | 6,248 |
| 2023-12-01 | 7.6667 | 23 | 3 | 254,146 | 4,073 |
| 2023-09-01 | 1.8182 | 20 | 11 | 129,093 | 103,387 |
| 2023-06-01 | 13.0 | 13 | 1 | 213,534 | 200,000 |
| 2023-03-01 | 6.5 | 13 | 2 | 49,918 | 2,332 |
| 2022-12-01 | 3.2857 | 23 | 7 | 196,184 | 141,630 |
| 2022-09-01 | 1.6154 | 21 | 13 | 198,935 | 236,773 |
| 2022-06-01 | 2.4 | 12 | 5 | 12,311 | 29,572 |
| 2022-03-01 | 6.5 | 13 | 2 | 35,744 | 3,853 |
| 2021-12-01 | 6.6667 | 20 | 3 | 141,463 | 14,792 |
| 2021-09-01 | 2.3 | 23 | 10 | 170,585 | 97,151 |
| 2021-06-01 | 6.5 | 13 | 2 | 13,271 | 803,526 |
| 2021-03-01 | 4.6667 | 14 | 3 | 538,909 | 10,853 |
| 2020-12-01 | 7.6667 | 23 | 3 | 194,230 | 18,555 |
| 2020-09-01 | 1.8 | 27 | 15 | 128,207 | 260,187 |
| 2020-06-01 | 7.0 | 14 | 2 | 183,886 | 125,952 |
| 2020-03-01 | 2.3333 | 14 | 6 | 111,142 | 202,002 |
| 2019-12-01 | 1.25 | 10 | 8 | 155,871 | 929,166 |
| 2019-09-01 | 0.8125 | 13 | 16 | 136,492 | 397,666 |
| 2019-06-01 | 0.3333 | 4 | 12 | 35,030 | 33,000 |
| 2019-03-01 | 18.0 | 18 | 1 | 433,260 | 0.00 |
| 2018-12-01 | 2.3333 | 14 | 6 | 207,499 | 43,532 |
| 2018-09-01 | 0.6923 | 9 | 13 | 180,738 | 58,095 |
| 2018-06-01 | 5.0 | 5 | 1 | 114,741 | 0.00 |
| 2018-03-01 | 16.0 | 16 | 1 | 57,723 | 2,245 |
| 2017-12-01 | 3.25 | 13 | 4 | 580,756 | 15,346 |
| 2017-09-01 | 1.5833 | 19 | 12 | 139,444 | 158,674 |
| 2017-06-01 | 0.2 | 1 | 5 | 1,685 | 925,229 |
| 2017-03-01 | 2.6667 | 16 | 6 | 969,263 | 964,252 |
| 2016-12-01 | 1.2308 | 16 | 13 | 615,252 | 38,238 |
| 2016-06-01 | 2.0 | 2 | 1 | 1,644 | 17,629 |
| 2016-03-01 | 1.875 | 15 | 8 | 40,703 | 138,656 |
| 2015-12-01 | 1.3636 | 30 | 22 | 1,437,906 | 362,630 |
| 2015-09-01 | 0.4167 | 5 | 12 | 4,902,030 | 9,701,671 |
| 2015-06-01 | 1.0 | 6 | 6 | 41,344 | 19,971 |
| 2015-03-01 | 6.3333 | 19 | 3 | 85,391 | 11,582 |
| 2014-12-01 | 0.5556 | 15 | 27 | 405,122 | 259,837 |
| 2014-09-01 | 0.5 | 1 | 2 | 1,433 | 3,854 |
| 2014-06-01 | 0.0556 | 1 | 18 | 9,320 | 308,011 |
| 2014-03-01 | 2.5 | 20 | 8 | 236,125 | 230,867 |
| 2013-12-01 | 0.9167 | 22 | 24 | 564,004 | 559,486 |
| 2013-09-01 | 0.1667 | 2 | 12 | 26,371 | 109,383 |
| 2013-03-01 | 3.0 | 27 | 9 | 205,686 | 91,908 |
| 2012-12-01 | 0.7647 | 26 | 34 | 2,836,355 | 2,581,832 |
| 2012-09-01 | 1.1667 | 14 | 12 | 260,447 | 621,983 |
| 2012-06-01 | 0.1333 | 2 | 15 | 86,250 | 559,352 |
| 2012-03-01 | 4.0 | 16 | 4 | 55,364 | 103,077 |
| 2011-12-01 | 0.3902 | 16 | 41 | 583,230 | 1,442,226 |
| 2011-09-01 | 6.0 | 12 | 2 | 289,087 | 216,000 |
| 2011-06-01 | 0.4615 | 6 | 13 | 524,842 | 1,802,698 |
| 2011-03-01 | 1.8889 | 17 | 9 | 105,538 | 591,470 |
| 2010-12-01 | 0.5122 | 21 | 41 | 577,468 | 3,607,048 |
| 2010-09-01 | 0.6667 | 2 | 3 | 49,200 | 77,700 |
| 2010-06-01 | 0.4762 | 10 | 21 | 1,192,770 | 2,309,902 |
| 2009-12-01 | 0.4324 | 16 | 37 | 713,181 | 499,963 |
| 2009-09-01 | 0.8182 | 9 | 11 | 174,310 | 220,457 |
| 2009-06-01 | 0.7143 | 5 | 7 | 38,836 | 11,349 |
| 2009-03-01 | 2.4 | 12 | 5 | 7,492,925 | 7,477,459 |
| 2008-12-01 | 0.75 | 27 | 36 | 918,190 | 5,742,188 |
| 2008-09-01 | 0.5 | 11 | 22 | 505,404 | 1,205,035 |
| 2008-06-01 | 0.0722 | 13 | 180 | 7,986,218 | 8,413,944 |
| 2008-03-01 | 0.0885 | 17 | 192 | 1,001,860 | 2,389,913 |
| 2007-12-01 | 0.0864 | 19 | 220 | 1,094,212 | 1,424,912 |
| 2007-09-01 | 0.047 | 7 | 149 | 338,884 | 664,699 |
| 2007-06-01 | 0.025 | 2 | 80 | 56,600 | 175,954 |
| 2007-03-01 | 0.1222 | 22 | 180 | 40,126 | 494,624 |
| 2006-12-01 | 0.1594 | 11 | 69 | 224,907 | 809,656 |
| 2006-09-01 | 1.6667 | 10 | 6 | 421,522 | 38,769 |
| 2006-06-01 | 0.0184 | 3 | 163 | 14,158 | 496,713 |
| 2006-03-01 | 0.1844 | 26 | 141 | 178,307 | 2,385,606 |
| 2005-12-01 | 0.1607 | 18 | 112 | 410,474 | 656,842 |
| 2005-09-01 | 0.8333 | 10 | 12 | 466,525 | 40,834 |
| 2005-06-01 | 2.0 | 2 | 1 | 10,000 | 2,472 |
| 2005-03-01 | 14.5 | 29 | 2 | 147,547 | 4,000 |
| 2004-12-01 | 1.4286 | 10 | 7 | 139,204 | 190,320 |
| 2004-09-01 | 4.8 | 24 | 5 | 1,608,236 | 69,379 |
| 2004-03-01 | 0.0256 | 3 | 117 | 34,619 | 658,439 |
| 2003-12-01 | 1.0 | 4 | 4 | 120,147 | 120,147 |
| 2003-09-01 | 0.4444 | 4 | 9 | 1,066,372 | 1,079,167 |
Campbells Notable Stakeholders
A Campbells stakeholder refers to an individual interested in an outcome of the business. Different stakeholders have different interests, and companies such as Campbells often face trade-offs trying to please all of them. Campbells' stakeholders can have a positive or negative influence on the entity's direction, and there are a lot of executives involved in getting Campbells' stock to the level that pleases all shareholders. Keeping track of the stakeholders is a great way to stay on top of things affecting its ongoing price.
| Mark Clouse | President, Chief Executive Officer, Director | Profile | |
| Keith McLoughlin | Independent Chairman of the Board | Profile | |
| Diego Palmieri | Chief Marketing Officer, Vice President | Profile | |
| Craig Slavtcheff | Executive Vice President, Chief R&D and Innovation Officer | Profile | |
| Camille Pierce | Senior Vice President, Chief Culture Officer, Head of Talent | Profile | |
| Christopher Foley | President – Campbell Meals and Beverages and Senior Vice President | Profile | |
| Robert Furbee | Executive Vice President, Global Supply Chain | Profile | |
| Elizabeth Duggan | President division | Profile | |
| Adam Ciongoli | Executive Vice President, General Counsel, Chief Sustainability, Corporate Responsibility and Governance Officer | Profile | |
| Xavier Boza | Chief Human Resource Officer, Executive Vice President | Profile | |
| Mick Beekhuizen | Chief Financial Officer, Executive Vice President | Profile | |
| Carrie Anderson | Executive CFO | Profile | |
| Fabiola Vara | Independent Director | Profile | |
| Mary Malone | Independent Director | Profile | |
| Bennett Dorrance | Independent Director | Profile | |
| Archbold Beuren | Independent Director | Profile | |
| Marc Lautenbach | Independent Director | Profile | |
| Maria Hilado | Independent Director | Profile | |
| Grant Hill | Independent Director | Profile | |
| Sarah Hofstetter | Independent Director | Profile | |
| John Bilbrey | Independent Director | Profile | |
| Kurt Schmidt | Independent Director | Profile | |
| Oliver Armstrong | VP Initiatives | Profile | |
| Charles III | General VP | Profile | |
| Kelly Palumbo | Controller VP | Profile | |
| Aaron Gwinner | Senior Officer | Profile | |
| Stewart Lindsay | Vice President - Corporate Responsibility and Sustainability | Profile | |
| Todd Cunfer | Executive Officer | Profile | |
| Daniel Poland | Executive Vice President Chief Supply Chain Officer | Profile | |
| Janda Lukin | Executive Officer | Profile | |
| Rebecca Gardy | Vice President of Investor Relations | Profile | |
| Julia Anderson | Senior Officer | Profile | |
| Raymond Liguori | VP Devel | Profile | |
| Stanley Polomski | Senior Optimization | Profile | |
| Anthony Sanzio | Vice President - Global Communications | Profile | |
| Diane May | Executive Officer | Profile | |
| Charles Nevin | Chief Customer Officer, Meals and Beverages | Profile | |
| Michael Pierson | Senior Snacks | Profile | |
| Risa Cretella | Executive Beverages | Profile | |
| George Vindiola | Senior Development | Profile | |
| Charles Brawley | Vice President Corporate Secretary, Associate General Counsel | Profile | |
| Howard Averill | Independent Director | Profile | |
| Valerie Oswalt | Executive Vice President and Presidentident - Campbell Snacks | Profile |
About Campbells Management Performance
The success or failure of an entity such as Campbells often depends on how effective the management is. Campbells management team is responsible for propelling the future growth in the right direction and administering and controlling the business activities and accounting for the results. Ineffective management usually contributes to failure in the company's future performance for all stakeholders equally, but most importantly, for investors. So it is important to measure the effectiveness of Campbells management before purchasing its stock. In many ways, it's all about finding the answer to one important question - Are they doing the right thing right now? How would we assess whether the Campbells management is utilizing all available resources in the best possible way? Also, how well is the company doing relative to others in its sector and the market as a whole? The answer can be found by analyzing a few important fundamental indicators such as return on assets and return on equity.
| Last Reported | Projected for Next Year | ||
| Return On Tangible Assets | 0.11 | 0.10 | |
| Return On Capital Employed | 0.11 | 0.11 | |
| Return On Assets | 0.04 | 0.04 | |
| Return On Equity | 0.15 | 0.15 |
Please note, the presentation of Campbells' financial position, as portrayed in its financial statements, is often influenced by management's estimates, judgments, and sometimes even manipulations. In the best case, Campbells' management is honest, while the outside auditors are strict and uncompromising. Please utilize our Beneish M Score to check the likelihood of Campbells' management manipulating its earnings.
Campbells Workforce Analysis
Traditionally, organizations such as Campbells use manpower efficiency calculations for various incentive schemes, employee appraisal, or as an initiative to improve the processes. However, it can also be used by investors to make long-term investment decisions. The trends in the profit per employee or revenue per employee are measured by net income or revenue divided by the current number of full-time employees over a given time interval. Because workforce needs differ across sectors, these ratios could be used to compare Campbells within its industry.Campbells Manpower Efficiency
Return on Campbells Manpower
| Revenue Per Employee | 748.4K | |
| Revenue Per Executive | 238.4M | |
| Net Income Per Employee | 43.9K | |
| Net Income Per Executive | 14M |
Complementary Tools for Campbells Stock analysis
When running Campbells' price analysis, check to measure Campbells' 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 Campbells is operating at the current time. Most of Campbells' value examination focuses on studying past and present price action to predict the probability of Campbells' future price movements. You can analyze the entity against its peers and the financial market as a whole to determine factors that move Campbells' price. Additionally, you may evaluate how the addition of Campbells to your portfolios can decrease your overall portfolio volatility.
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