Information Services Group Inc. (III) Stock Analysis and Metrics

Information Services

NASDAQ: III

$3.86 ▲ +0.02 (+0.52%)

At close: Jul 24, 2026 · 3:59 PM UTC

Financial Ratios

Market Cap183.34 Mn

P/E17.32

P/S0.74

Div. Yield0.05

ROIC (Qtr)24.95

Total Debt (Qtr)59.18 Mn

Revenue Growth (1y) (Qtr)2.69

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About

Information Services Group, Inc. is a global AI centered technology research and advisory firm that provides digital transformation and technology advisory services to private and public sector clients worldwide. The firm helps clients optimize performance reduce costs and accelerate innovation through services such as sourcing advisory, cloud and data analytics, managed governance and risk, network and software advisory, technology strategy, and change management. The firm employs approximately 1,300 professionals across more than 20 countries to deliver its advisory solutions. Its headquarters are located in Stamford, Connecticut.

The company generates revenue primarily through professional services fees, subscription based platform offerings, and multi year contracts. Revenue streams include project based consulting, managed services, and recurring subscriptions for its proprietary platforms such as ISG GovernX, ISG Inform, and ISG Research Lens. Additionally, the firm earns income from its research and advisory engagements that deliver market intelligence, and data driven insights. The company also earns revenue from licensing its proprietary data sets, and from maintenance contracts for its platforms.

The company operates through the following segments: ISG Digital and ISG Enterprise.
These segments work together to provide end to end solutions for clients.

• ISG Digital: This segment focuses on developing technology, transformation, sourcing, and digital solutions to help clients advance their digital transformation initiatives.

• ISG Enterprise: This segment helps clients manage change and optimize core operations across information technology, finance, human resources, and training while supporting organizational change management, training as a service, and workforce transformation to improve operational efficiency.

Information Services Group, Inc. holds a strong position in the technology research and advisory market due to its independence, proprietary data assets, and deep domain expertise. The firm differentiates itself from competitors such as other sourcing advisors, research firms, and strategy consultants by offering unbiased advice backed by over 30 years of benchmarking data, and a global delivery model. Its competitive advantages include objective analysis, a repository of millions of data points, recognized brand, and scalable delivery through the iFlex model. The firm's global delivery model enables it to serve clients across time zones, ensuring consistent service quality.

The company serves a diverse client base of more than 900 organizations including 75 of the world’s top 100 enterprises. Its private sector clients operate primarily in manufacturing, banking and financial services, insurance, health sciences, energy and utilities, and consumer services industries. Public sector clients consist of state and local governments, authorities, and national or provincial agencies in the United States, the United Kingdom, Italy, and Australia. The company maintains long term relationships with many clients, often extending engagements over multiple years.

Investment Thesis

▲ Bull case

The company's strategic focus on the mid-market segment (companies with $1 billion–$10 billion in revenue) represents a significant and underappreciated growth opportunity that is not fully reflected in current market expectations. Management highlighted this as a new growth lever enabled by their AI maturity tools and the ISG Tango platform, which addresses a critical talent gap in these organizations that lack the depth of expertise found in larger enterprises. This segment is particularly attractive because mid-market firms are increasingly pressured to adopt AI at scale but lack the internal resources to do so effectively, creating a clear demand for independent advisory services like ISG’s. The company’s ability to penetrate this market, which was previously inaccessible due to pricing constraints, is now being unlocked by the complexity of AI adoption, suggesting a sustainable pipeline of high-value engagements that could drive consistent revenue growth beyond current projections. This segment’s expansion could significantly boost recurring revenue streams, as these clients often require ongoing governance and optimization support, aligning with the company’s long-term goal of reaching 50% recurring revenue. The early success in this area, combined with the scalability of their proprietary platforms, positions ISG to capture market share in a rapidly growing niche that competitors may overlook due to their focus on enterprise-scale clients.
The launch of the NXT.ai event represents a powerful, under-the-radar catalyst that could significantly enhance the company’s thought leadership, brand visibility, and lead generation capabilities in the fast-evolving AI enterprise landscape. While not prominently featured in the earnings call, this initiative directly addresses a critical gap identified in their research: the gap between AI investment and measurable business outcomes, where enterprises struggle to translate AI spending into operational value due to fragmented operating models and inadequate governance. By bringing together senior enterprise leaders and technology innovators to build practical blueprints for intelligent enterprises, NXT.ai serves as both a lead generation engine and a demonstration of IP strength, reinforcing ISG’s role as a trusted advisor in AI transformation. The event’s focus on real-world challenges like AI ROI gaps, accountability frameworks, and data readiness aligns precisely with the pain points driving demand for their governance and advisory services. Early engagement from high-profile partners like Infosys and NTT DATA, along with participation from Fortune 500 companies such as DraftKings and Pfizer, signals strong market validation and potential for recurring revenue from follow-on consulting engagements. This initiative could accelerate the adoption of their IP-based offerings and create a self-reinforcing cycle of thought leadership leading to new business, particularly as enterprises seek vendors who can guide them beyond tool selection to full operational integration of AI.
The company’s success in helping European enterprises navigate the growing demand for AI-enabled digital engineering while maintaining compliance and cultural alignment presents a durable, structural advantage that is not yet fully priced into the stock. Recent European research highlights a clear shift where enterprises are prioritizing partners who offer deep collaboration, contextual understanding, and shared operating principles over pure scale—a dynamic that plays directly to ISG’s strengths in regional expertise and tailored advisory. Unlike larger global consultancies that may apply standardized approaches, ISG’s ability to deliver modernization that respects local regulatory, cultural, and operational nuances—especially in regulated sectors like healthcare, manufacturing, and defense—creates a defensible niche. This is particularly relevant given the strong performance in Europe during Q1 (25% revenue growth), driven by wins in pharmaceuticals, medical technology, and insurance sectors where compliance and trust are paramount. The emphasis on governance, explainability, and risk management in AI adoption across European engineering programs further aligns with ISG’s core competencies in AI governance and risk mitigation, suggesting that their European momentum is not cyclical but rooted in a structural shift in buyer preferences that could sustain long-term growth in the region.
The increasing adoption of agentic AI systems across industries represents a profound and underappreciated structural shift that could significantly extend the duration and value of ISG’s client engagements, moving beyond advisory to ongoing operational support. Multiple recent reports—from healthcare to robotics to financial services—highlight how enterprises are evolving from using AI for insights to deploying autonomous systems that execute tasks, manage workflows, and make decisions within defined parameters. This shift increases the complexity of AI deployment, creating sustained demand for ISG’s expertise in governance, data integrity, accountability frameworks, and change management—areas where the company has built deep expertise and demonstrated success, such as in the $17 million governance contract with the global manufacturer. Unlike point-in-time consulting projects, agentic AI implementations require continuous monitoring, tuning, and oversight to ensure alignment with business outcomes and regulatory requirements, opening the door to long-term managed services or retainer-based engagements. This evolution transforms ISG’s role from project-based advisor to ongoing operational partner, significantly increasing customer lifetime value and the predictability of revenue streams. The company’s early investments in tools like the AI maturity index and their focus on responsible AI deployment position them to capture this wave of demand as enterprises scale from pilots to enterprise-wide autonomous systems.
The company’s progress in building recurring revenue streams, coupled with the structural shift toward multi-year governance contracts, is creating a more predictable and resilient revenue base that is not yet fully appreciated by the market. The shift toward initial implementation phases followed by fixed recurring fees—exemplified by the $17 million governance deal expected to generate $2 million annually starting in Q2—transforms revenue recognition from lumpy, project-based income to steadier, annuity-like streams. This model is being reinforced by the growth in AI-related work, which now constitutes one-third of total revenue and is increasingly tied to ongoing transformation journeys rather than one-off assessments. With recurring revenue already at 47% and rising 9% year-over-year, the company is approaching its 50% target, which would significantly reduce revenue volatility and improve forecasting accuracy. This trend is further supported by the expansion of managed services offerings in areas like AI-driven ADM, Workday optimization, and supply chain resilience, where ongoing governance and optimization are critical. As clients increasingly seek long-term partners to manage complex AI transitions—especially in regulated industries like healthcare, finance, and defense—the company’s ability to lock in multi-year engagements with predictable cash flows could lead to multiple expansion and a rerating of the stock based on improved business quality.

The company's strategic focus on the mid-market segment (companies with $1 billion–$10 billion in revenue) represents a significant and underappreciated growth opportunity that is not fully reflected in current market expectations. Management highlighted this as a new growth lever enabled by their AI maturity tools and the ISG Tango platform, which addresses a critical talent gap in these organizations that lack the depth of expertise found in larger enterprises. This segment is particularly attractive because mid-market firms are increasingly pressured to adopt AI at scale but lack the internal resources to do so effectively, creating a clear demand for independent advisory services like ISG’s. The company’s ability to penetrate this market, which was previously inaccessible due to pricing constraints, is now being unlocked by the complexity of AI adoption, suggesting a sustainable pipeline of high-value engagements that could drive consistent revenue growth beyond current projections. This segment’s expansion could significantly boost recurring revenue streams, as these clients often require ongoing governance and optimization support, aligning with the company’s long-term goal of reaching 50% recurring revenue. The early success in this area, combined with the scalability of their proprietary platforms, positions ISG to capture market share in a rapidly growing niche that competitors may overlook due to their focus on enterprise-scale clients.
The launch of the NXT.ai event represents a powerful, under-the-radar catalyst that could significantly enhance the company’s thought leadership, brand visibility, and lead generation capabilities in the fast-evolving AI enterprise landscape. While not prominently featured in the earnings call, this initiative directly addresses a critical gap identified in their research: the gap between AI investment and measurable business outcomes, where enterprises struggle to translate AI spending into operational value due to fragmented operating models and inadequate governance. By bringing together senior enterprise leaders and technology innovators to build practical blueprints for intelligent enterprises, NXT.ai serves as both a lead generation engine and a demonstration of IP strength, reinforcing ISG’s role as a trusted advisor in AI transformation. The event’s focus on real-world challenges like AI ROI gaps, accountability frameworks, and data readiness aligns precisely with the pain points driving demand for their governance and advisory services. Early engagement from high-profile partners like Infosys and NTT DATA, along with participation from Fortune 500 companies such as DraftKings and Pfizer, signals strong market validation and potential for recurring revenue from follow-on consulting engagements. This initiative could accelerate the adoption of their IP-based offerings and create a self-reinforcing cycle of thought leadership leading to new business, particularly as enterprises seek vendors who can guide them beyond tool selection to full operational integration of AI.
The company’s success in helping European enterprises navigate the growing demand for AI-enabled digital engineering while maintaining compliance and cultural alignment presents a durable, structural advantage that is not yet fully priced into the stock. Recent European research highlights a clear shift where enterprises are prioritizing partners who offer deep collaboration, contextual understanding, and shared operating principles over pure scale—a dynamic that plays directly to ISG’s strengths in regional expertise and tailored advisory. Unlike larger global consultancies that may apply standardized approaches, ISG’s ability to deliver modernization that respects local regulatory, cultural, and operational nuances—especially in regulated sectors like healthcare, manufacturing, and defense—creates a defensible niche. This is particularly relevant given the strong performance in Europe during Q1 (25% revenue growth), driven by wins in pharmaceuticals, medical technology, and insurance sectors where compliance and trust are paramount. The emphasis on governance, explainability, and risk management in AI adoption across European engineering programs further aligns with ISG’s core competencies in AI governance and risk mitigation, suggesting that their European momentum is not cyclical but rooted in a structural shift in buyer preferences that could sustain long-term growth in the region.
The increasing adoption of agentic AI systems across industries represents a profound and underappreciated structural shift that could significantly extend the duration and value of ISG’s client engagements, moving beyond advisory to ongoing operational support. Multiple recent reports—from healthcare to robotics to financial services—highlight how enterprises are evolving from using AI for insights to deploying autonomous systems that execute tasks, manage workflows, and make decisions within defined parameters. This shift increases the complexity of AI deployment, creating sustained demand for ISG’s expertise in governance, data integrity, accountability frameworks, and change management—areas where the company has built deep expertise and demonstrated success, such as in the $17 million governance contract with the global manufacturer. Unlike point-in-time consulting projects, agentic AI implementations require continuous monitoring, tuning, and oversight to ensure alignment with business outcomes and regulatory requirements, opening the door to long-term managed services or retainer-based engagements. This evolution transforms ISG’s role from project-based advisor to ongoing operational partner, significantly increasing customer lifetime value and the predictability of revenue streams. The company’s early investments in tools like the AI maturity index and their focus on responsible AI deployment position them to capture this wave of demand as enterprises scale from pilots to enterprise-wide autonomous systems.
The company’s progress in building recurring revenue streams, coupled with the structural shift toward multi-year governance contracts, is creating a more predictable and resilient revenue base that is not yet fully appreciated by the market. The shift toward initial implementation phases followed by fixed recurring fees—exemplified by the $17 million governance deal expected to generate $2 million annually starting in Q2—transforms revenue recognition from lumpy, project-based income to steadier, annuity-like streams. This model is being reinforced by the growth in AI-related work, which now constitutes one-third of total revenue and is increasingly tied to ongoing transformation journeys rather than one-off assessments. With recurring revenue already at 47% and rising 9% year-over-year, the company is approaching its 50% target, which would significantly reduce revenue volatility and improve forecasting accuracy. This trend is further supported by the expansion of managed services offerings in areas like AI-driven ADM, Workday optimization, and supply chain resilience, where ongoing governance and optimization are critical. As clients increasingly seek long-term partners to manage complex AI transitions—especially in regulated industries like healthcare, finance, and defense—the company’s ability to lock in multi-year engagements with predictable cash flows could lead to multiple expansion and a rerating of the stock based on improved business quality.

▼ Bear case

The company’s heavy reliance on a single, large contract—the $17 million multi-year governance deal with a top global manufacturer—creates significant concentration risk that is not being adequately addressed by management’s optimistic framing of pipeline strength. While the deal is expected to contribute approximately $2 million annually starting in late Q2 and annualizing in Q3, its outsized impact on near-term results means that any delay in implementation, scope reduction, or early termination could disproportionately affect revenue and earnings. Management’s repeated emphasis on this deal as a “landmark” and their focus on the pipeline for similar-sized engagements may be masking a lack of breadth in their deal flow, particularly if such mega-contracts are rare and difficult to replicate. The fact that this single contract represents over 25% of quarterly revenue and is central to their growth narrative increases vulnerability to execution risks, especially given the long implementation timelines typical of large-scale governance initiatives. Furthermore, the company’s guidance for Q2 revenue ($62.5M–$63.5M) appears to already assume a smooth ramp of this deal, leaving little room for error if the contribution is delayed or falls short of the $2M annual estimate. This concentration risk is compounded by the declining performance in the Americas and Asia Pacific regions, which could leave the company overly dependent on a few large wins in Europe to drive overall growth.
Despite management’s optimism about a rebound in Asia Pacific, the region’s persistent weakness—down 14.7% year-over-year in Q1—and the lack of concrete evidence of a sustainable turnaround suggest that the projected 20% sequential growth may be overly optimistic and not grounded in verifiable pipeline strength. The assertion that APAC will return to growth based on “recovering public sector” and “new AI infrastructure engagements” lacks specific, measurable details such as signed contracts, deal sizes, or client names, making it difficult to assess whether this is a genuine inflection point or merely hopeful extrapolation. Historical patterns show that APAC has consistently underperformed, and the region’s exposure to slower technology adoption cycles in certain economies, combined with intense local competition, could continue to suppress growth. The company’s reliance on a vague “pipeline” narrative without disclosing conversion rates or deal stages raises concerns that the anticipated recovery may be delayed or fail to materialize, which would undermine their broader growth thesis and force a downward revision of full-year forecasts. If APAC remains flat or declines year-over-year, the company would need even stronger performance elsewhere to meet its targets, increasing pressure on already volatile regions like Europe and the Americas.
The company’s increasing emphasis on AI-driven services, while a legitimate growth area, may be exposing it to cyclical and hype-driven demand that could reverse quickly if enterprise AI adoption fails to deliver tangible returns, a risk that is being downplayed in both the earnings call and recent research. Multiple reports from ISG themselves—such as the AI Impact Summit commentary and the collaborative AI research—highlight a growing disconnect between AI investment and measurable business outcomes, with one stat noting that investment in AI has risen tenfold since 2023 but workplace impact and ROI are lagging. This suggests that enterprises may be in an experimentation phase that could stall if they cannot demonstrate efficiency gains, cost savings, or revenue growth from AI initiatives. If enterprises pull back on AI spending due to disappointing results, ISG’s revenue—particularly the $21 million in AI-related work (one-third of total)—could face significant headwinds. The company’s own research indicates that the real opportunity lies in helping firms build “intelligent enterprises” with proper governance and operating models, but if clients remain stuck in the pilot phase or become disillusioned with AI’s complexity, demand for advisory services could decline. This creates a scenario where ISG’s growth is tied to a trend that may not mature as expected, leaving them vulnerable to a sudden shift in corporate priorities toward more proven, low-risk investments.
The company’s reliance on non-GAAP metrics like adjusted EBITDA to showcase profitability improvements may be obscuring underlying weaknesses in core operations, particularly when examined alongside stagnant gross margins and rising operating expenses that are not being fully disclosed. While adjusted EBITDA rose 11.8% and margin expanded by 111 basis points, GAAP net income only increased from $1.5 million to $2.7 million—a modest 80% increase that is less impressive when considering the base effect and the company’s reliance on tax benefits or one-time items to boost bottom-line results. The fact that operating income was $5 million (up 47.7%) but still represents only 8.2% of revenue suggests that the business model remains inherently low-margin, and the improvement in adjusted EBITDA may be driven by adjustments that exclude certain real costs, such as stock-based compensation or acquisition-related expenses. Furthermore, the flat headcount (1,276) and stable consulting utilization (71.5%) indicate that the company is not leveraging operating leverage through scale, meaning that margin improvements are likely coming from pricing or mix shifts rather than true operational efficiency. This raises concerns that the reported profitability gains are not sustainable or indicative of fundamental business improvement, and that the market may be overestimating the company’s ability to convert revenue growth into meaningful earnings power.
The competitive landscape in the technology advisory and research space is intensifying, with large global consulting firms and specialized AI boutiques increasingly encroaching on ISG’s traditional strongholds, yet the company has not adequately addressed how it will maintain its pricing power or differentiation in the face of this pressure. While ISG emphasizes its unique value chain—research, benchmarking, advisory, and governance—as a competitive advantage, recent research reports show that major players like Accenture, IBM, and Deloitte are actively expanding their offerings in AI strategy, responsible AI, and AI-enabled transformation, often with far greater resources and global reach. The company’s focus on mid-market clients may provide a temporary refuge, but as AI adoption becomes mainstream, even these firms are likely to target the mid-segment with scalable, industrialized offerings that could erode ISG’s niche. Additionally, the rise of specialized AI consultancies and niche firms offering deep technical expertise in areas like MLOps, AI ethics, or industry-specific AI applications could attract clients seeking more hands-on implementation support than ISG’s advisory-only model provides. Without a clear strategy to move up the value chain into implementation or to deepen their proprietary tools beyond advisory, ISG risks being squeezed between generalists who offer end-to-end solutions and specialists who deliver deeper technical execution, potentially limiting their ability to win new business or expand existing engagements at favorable terms.

The company’s heavy reliance on a single, large contract—the $17 million multi-year governance deal with a top global manufacturer—creates significant concentration risk that is not being adequately addressed by management’s optimistic framing of pipeline strength. While the deal is expected to contribute approximately $2 million annually starting in late Q2 and annualizing in Q3, its outsized impact on near-term results means that any delay in implementation, scope reduction, or early termination could disproportionately affect revenue and earnings. Management’s repeated emphasis on this deal as a “landmark” and their focus on the pipeline for similar-sized engagements may be masking a lack of breadth in their deal flow, particularly if such mega-contracts are rare and difficult to replicate. The fact that this single contract represents over 25% of quarterly revenue and is central to their growth narrative increases vulnerability to execution risks, especially given the long implementation timelines typical of large-scale governance initiatives. Furthermore, the company’s guidance for Q2 revenue ($62.5M–$63.5M) appears to already assume a smooth ramp of this deal, leaving little room for error if the contribution is delayed or falls short of the $2M annual estimate. This concentration risk is compounded by the declining performance in the Americas and Asia Pacific regions, which could leave the company overly dependent on a few large wins in Europe to drive overall growth.
Despite management’s optimism about a rebound in Asia Pacific, the region’s persistent weakness—down 14.7% year-over-year in Q1—and the lack of concrete evidence of a sustainable turnaround suggest that the projected 20% sequential growth may be overly optimistic and not grounded in verifiable pipeline strength. The assertion that APAC will return to growth based on “recovering public sector” and “new AI infrastructure engagements” lacks specific, measurable details such as signed contracts, deal sizes, or client names, making it difficult to assess whether this is a genuine inflection point or merely hopeful extrapolation. Historical patterns show that APAC has consistently underperformed, and the region’s exposure to slower technology adoption cycles in certain economies, combined with intense local competition, could continue to suppress growth. The company’s reliance on a vague “pipeline” narrative without disclosing conversion rates or deal stages raises concerns that the anticipated recovery may be delayed or fail to materialize, which would undermine their broader growth thesis and force a downward revision of full-year forecasts. If APAC remains flat or declines year-over-year, the company would need even stronger performance elsewhere to meet its targets, increasing pressure on already volatile regions like Europe and the Americas.
The company’s increasing emphasis on AI-driven services, while a legitimate growth area, may be exposing it to cyclical and hype-driven demand that could reverse quickly if enterprise AI adoption fails to deliver tangible returns, a risk that is being downplayed in both the earnings call and recent research. Multiple reports from ISG themselves—such as the AI Impact Summit commentary and the collaborative AI research—highlight a growing disconnect between AI investment and measurable business outcomes, with one stat noting that investment in AI has risen tenfold since 2023 but workplace impact and ROI are lagging. This suggests that enterprises may be in an experimentation phase that could stall if they cannot demonstrate efficiency gains, cost savings, or revenue growth from AI initiatives. If enterprises pull back on AI spending due to disappointing results, ISG’s revenue—particularly the $21 million in AI-related work (one-third of total)—could face significant headwinds. The company’s own research indicates that the real opportunity lies in helping firms build “intelligent enterprises” with proper governance and operating models, but if clients remain stuck in the pilot phase or become disillusioned with AI’s complexity, demand for advisory services could decline. This creates a scenario where ISG’s growth is tied to a trend that may not mature as expected, leaving them vulnerable to a sudden shift in corporate priorities toward more proven, low-risk investments.
The company’s reliance on non-GAAP metrics like adjusted EBITDA to showcase profitability improvements may be obscuring underlying weaknesses in core operations, particularly when examined alongside stagnant gross margins and rising operating expenses that are not being fully disclosed. While adjusted EBITDA rose 11.8% and margin expanded by 111 basis points, GAAP net income only increased from $1.5 million to $2.7 million—a modest 80% increase that is less impressive when considering the base effect and the company’s reliance on tax benefits or one-time items to boost bottom-line results. The fact that operating income was $5 million (up 47.7%) but still represents only 8.2% of revenue suggests that the business model remains inherently low-margin, and the improvement in adjusted EBITDA may be driven by adjustments that exclude certain real costs, such as stock-based compensation or acquisition-related expenses. Furthermore, the flat headcount (1,276) and stable consulting utilization (71.5%) indicate that the company is not leveraging operating leverage through scale, meaning that margin improvements are likely coming from pricing or mix shifts rather than true operational efficiency. This raises concerns that the reported profitability gains are not sustainable or indicative of fundamental business improvement, and that the market may be overestimating the company’s ability to convert revenue growth into meaningful earnings power.
The competitive landscape in the technology advisory and research space is intensifying, with large global consulting firms and specialized AI boutiques increasingly encroaching on ISG’s traditional strongholds, yet the company has not adequately addressed how it will maintain its pricing power or differentiation in the face of this pressure. While ISG emphasizes its unique value chain—research, benchmarking, advisory, and governance—as a competitive advantage, recent research reports show that major players like Accenture, IBM, and Deloitte are actively expanding their offerings in AI strategy, responsible AI, and AI-enabled transformation, often with far greater resources and global reach. The company’s focus on mid-market clients may provide a temporary refuge, but as AI adoption becomes mainstream, even these firms are likely to target the mid-segment with scalable, industrialized offerings that could erode ISG’s niche. Additionally, the rise of specialized AI consultancies and niche firms offering deep technical expertise in areas like MLOps, AI ethics, or industry-specific AI applications could attract clients seeking more hands-on implementation support than ISG’s advisory-only model provides. Without a clear strategy to move up the value chain into implementation or to deepen their proprietary tools beyond advisory, ISG risks being squeezed between generalists who offer end-to-end solutions and specialists who deliver deeper technical execution, potentially limiting their ability to win new business or expand existing engagements at favorable terms.

Segments Breakdown of Revenue (2025)

Peer Comparison

Companies in the Information Technology Services

S.No.	Ticker	Company	Market Cap	P/E	P/S	Total Debt (Qtr)
1	IBM	International Business Machines Corp	193.88 Bn	8,812.83	2.81	61.99 Bn
2	ACN	Accenture plc	84.94 Bn	10.70	1.16	5.14 Bn
3	GDS	GDS Holdings Ltd	50.55 Bn	126.44	29.45	-
4	INFY	Infosys Ltd	44.05 Bn	0.29	0.05	-
5	GIB	Cgi Inc	41.25 Bn	0.32	3.47	2.65 Bn
6	FIS	Fidelity National Information Services, Inc.	20.63 Bn	134.81	1.80	16.99 Bn
7	CTSH	Cognizant Technology Solutions Corp	20.39 Bn	9.24	0.95	0.57 Bn
8	WIT	Wipro Ltd	18.65 Bn	12.56	1.80	1.88 Bn

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Investment Thesis

Geographical Breakdown of Revenue (2025)

Segments Breakdown of Revenue (2025)

Peer Comparison

Research Tools

Developers

About

Investment Thesis

Geographical Breakdown of Revenue (2025)

Segments Breakdown of Revenue (2025)

Peer Comparison

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