Altice USA

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

The cable television company delivers TV, internet access, phone services, and original TV content to approximately 4.9 million residential and business customers in 21 states.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-327-Altice

This New York cable television provider operator delivers TV, Internet, telephone, and content services to about 5 million residential and business customers in 21 states.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

Fortune Global 500

Key Financials (last Fiscal Year)

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Total Return to Investors (last year)

Total Return to Investors (5 year, annualized)

Total Return to Investors (10 year, annualized)

Q2 2025

Q1 2025

Q4 2024

Get insights into Altice USA including business profile, stock information, news, and rankings from Fortune.

Altice USA (ATUS): Company Profile, Stock Price, News, Rankings

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Altice USA | Fortune

Altice USA (ATUS): Company Profile, Stock Price, News, Rankings | Fortune

[ MUSIC ] Dexter, let's talk about the day that Altice bought Cable Vision from the Dolan family and changed the company's name to Altice. How would you describe that first day for you and the reaction from Cable Vision employees? From a foreign country to come in and buy such an iconic brand in the New York tri state area, which is the number one DMA in the US, my colleagues and myself were very emotional that day because it was a big coming out of us having spent most of our time in Europe. And what was the reaction from From employees who had been working for decades for Cablevision. I think they were anxious, there was a lot of nervousness, a lot of anxiety. When New Yorkers talk about Cablevision, they talk about the powerful Charles Dolan, who built this into a huge company. And he had a very bureaucratic command- and- control management style What did you say? And what did you do to telegraph to all your employees that I'm a different guy and this is a different company. It's critical to establish the management team in the first couple of weeks and even before closing, we spend a lot of time just interviewing people. Do you want to be here if you do not want to be here. We wanna give a very good servants package. But if you don't wanna be here, I'm not gonna try and keep you here. How did that go over? A lot of people raised their hands and said, " Thank you very much, I appreciate and hence servants package, I'm just gonna go somewhere else. There was a culture of meetings, committees bind us all the time. Which goes back to some of the way things were organized before. We broke all that down. How did you get that across? [ LAUGH ] I bend all binders to start, number one. I just said no more white binders, I don't wanna see any more white binders and, by the way, I don't want too many meetings. What was the reaction? I think people were like wow. I'm allowed to speak to him before Before speaking to you. I'm like absolutely. I don't wanna speak with either of you. You guys figure it out yourselves. So as a period of getting used to that working. But I think it caught on very quickly. I heard there was a lot of suprise when you went to the cafeteria. Absolutely Because the Doolen's. We're never seeing in that [ INAUDIBLE ] There used to be catering up in the executive suit and I am like, by the way, I don't like those warmers with food in them and by the way you eat too much anyways. So why don't we just go to the cafeteria and people are looking at me and it's like, is that him? And then get this feedback from people around me saying, you want cafeteria, and I was like Yeah, I've been going the cafeteria my whole life. You know, this is normal. I don't really care if I'm CEO or financial level person. People can call me all the time. Do they? Yeah, absolutely. Do you respond? I respond personally. Absolutely all the time. So I'm told that you're very involved as a CEO that you listen on calls with customers. You often get in on the trucks with the installers go out with the crews. Why do you do that and what do you hope to get out of it? I went down to New York. I've been down the Bronx, I'm doing installs and very, very low income areas. But what was funny is people thought I was like an intern. I was dressed like this, I'd have a hard hat on they're like, what are you doing here cuz I was just sitting there watching. We spend a lot of our time not just on listening to the problems, how do we get the connectivity better. You come back, you have all this information And then what do you do with it? I send an email to about four or five top operational people on my team and say these are the things I have learned. I try to do it once a quarter and go out regularly. You have a very unusual background. Your mother and father are both Chineese. You grew up in Paris. You came to US for college. You went to Georgetown. How has this multicultural background of yours influenced the way you lead the company? If you grew up in one spot with the same information, Florence's is everyone in your neighbourhood. You think like that neighbourhood does. The makeup of my family's very international My wife is Italian Argentine. So we have exposures to everything across every single geography many different languages. Both in my personal and professional experience. And that just allows you to listen. So many CEOs talk about creating a diverse workplace. What's your take on them. When you think about what you're touching upon and what you're effecting every day. You need to be able to react to someone in California from an Hispanic descent to someone in the Bronx or an African American descent. If you're not diverse in the people that are managing making those decisions, how are you supposed to be able to cater to your customers? CEOs genuinely want to have a diverse workplace and a diverse board. They do believe it. But the struggle with it, it's not easy for them to do it. What does it takes to pull that off? But if you're not recruiting diversity and you're not promoting diversity, you're never gonna get the right decision makers in the place. So I spend all my time on diversity, thinking about those elements, saying guys Who are you recruiting and why? I know you wanna recruit someone who looks and talks like you, but have you thought about recruiting differently? So you're challenging the norms a little bit and trying to break down the barriers and if you do that, once The person listens. Is there anyone along the way in your very successful career who gave you some great leadership advice that stuck with you through all these years and shaped you? People get paralysed through analysis, and if you analyse too much, you absolutely make the wrong decisions. If you don't analyse at all, you probably make the wrong decisions, as well. My mother said to me all the time, It's not that big of a deal. If it's not that big of a deal, you can make mistakes. You can go quicker. You don't have to sit back and analyze every single aspect of an equation or problem before trying to make a decision. [ BLANK_AUDIO ]

Altice Leadership Playbook: Bold Moves, Entrepreneurial Spirit, Diverse Thinking

Entertainment

CEO Dexter Goei transforms the cable TV provider propelling it onto the Fortune 500 for the first time ever.

[ MUSIC ] Antonio, you just reported earnings which came out better than expected, and you said it's a sign of HPE's momentum. Can you keep up that pace given that the US economy and the global economy Seem to be slowing down? Yes, we believe so. And the reason why is because we have been executed with strong discipline over the last seven quarters. And we believe Q3 was a pivotal moment for us in the sense that we deliver the strongest profitability. Since q1 2017 and that actually gave us the confidence to race against guidance for the balance of the year and looking through 2012 and beyond with with With an eye on where the markets gonna be and where the innovation needs to be focused on. But your revenues came in lower than expected and you told Wall Street analysts that you're seeing, quote, uneven demand because of trade tensions that have been impacting customer confidence. And I understand that you've been making the rounds and going in and talking to your big customers. What are they telling you? what's worrying them? Well, customers are worried about, you know, the ability to maximize their investments for the biggest return. And when there is uncertainty, obviously they are revisiting their budgets. They are revisiting, you know where to spend the money and be more stringent on the prioritization. As there is uncertainty, they want to make sure they put toward the capital in the best possible way. And as the tariff raises the prices, they just need to understand what is best for them. And on top of that, everybody's also talking about upcoming recession. So what are your customers are saying about, their spending plans, and especially about their budgets for tech spending in 2020? I think of the staying the course. They are now pulling back. They're not increasing it right now, but definitely they are looking at how to optimize those budgets. All the customers have talked to nobody has told me, my budget is going away. What they're looking for is until you give us direction where to spend the money for the maximum return. And what about at HP itself? I mean, given this uncertainty Out there. What are you doing about your plans and your spending decisions? How are you preparing for 2020 ?>> Well, we have increased and will continue to increase our investments both in the r & d side to drive the best innovation and market coverage. So no slowing down at all .>> Are you increasing your capital expenditures or your Or are you just holding the line? No, in fact, if you think about the acquisitions I'm making, the last quarter we made two. We announced that Cray Supercomputer will be one of the acquisitions we are [ UNKNOWN ] to close Was that by the end of this fiscal quarter, and the old was the acquisition of mapR assets. So, we are losing our balance sheet to accelerate our strategy by bringing the right intellectual property in the right talent. So we are actually. Accelerating I think, in this market is a big opportunity because there will be consolidation. There will be opportunities to acquire companies at the lower value because of the market kind of reassessment and I think there's an opportunity for us. So let's talk a little bit more about HP's business itself and you've been helping companies modernize their infrastructure, moving some of their data into HP servers and storage centers and also in the Cloud. When you look at HP's financial performance, how is this Hybrid approach working out It is because let me give you an example all the strategic areas we made investments whether it is high performance computing for the backbone of AI machine learning, you and I were talking early on about the need to accelerate outcomes from the data, whether it is connectivity at the edge where now we go from billions of Users and devices to trails of things always there is offering everything as a service which ultimately is spenegality all those businesses have been globe and very nicely for us. So as we go through this portfolio make shift we gonna see. High growth, higher margin and longer term recurring revenues, which ultimately is a good thing for our shareholders. You You heard the debate though, there are some tech experts who are saying that the big opportunities and the real future is the cloud, and that companies like Amazon, Google and Microsoft are on the right track by putting their stake in the cloud. What do you say to that? When you talk to customers they tell you, I'm not gonna put everything on the cloud I'm gonna put stuff in my data center or somebody else data center close to me in some stuff in the public cloud. But in the end we're gonna live in this hybrid world and therefore infrastructure, Enable by the software experience that provides the cloud agility is gonna be necessary as we go forward and that's an opprotunity for us. You also say that the next new big thing is edge computing. I mean tell us and anm easy to understand way what this is and why so important. We live in a world that everything is connected, right? So think about your personal lives, whether it's your mobile phone or now the home, thermostats, refrigerators, anything is connected to the network. And therefore, that connectivity has to have security built into it. More and more intelligence is built into those devices which means data gets processed exactly the point of Where they are operating. In fact we say 75 % of the data is generated where we live and work. And so the question is how we move the cloud experience closer whether data is generated so we can extract value real time. And that's why I start with connectivity security and then moving that cloud in the form of computing to the data. And that's the opportunity for us. But that new edge computing that's years away. I mean how long is it going to be before it can have a significant impact at HP? We believe is going to move much faster than I've ever seen before. We believe that verticals like manufacturing health care are adopting this new age computing technologies with. Faster because the amount of data that's being created needs to be processed where the action is. And with the implementation of 5G with a new type of connectivities, we'll actually open new use cases. So we believe it's gonna move much faster than we think. And for us is a big opportunity to get ahead of it. [ BLANK_AUDIO ]

Altice CEO On The Best Deal In Wireless And Staying Profitable

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