Service Corporation International (SCI)

Executive Summary / Key Takeaways

• Demographic Inevitability Becomes Financial Reality: The first baby boomers turn 80 in 2026, triggering a "slow stair step" increase in death rates over the next decade that will directly lift SCI's funeral volumes, making the company's 1,487 funeral locations and 499 cemeteries a demographically guaranteed growth asset.

• Preneed Backlog as a Competitive Moat: SCI's $16.8 billion preneed backlog—split between $8.21 billion in trust-funded contracts and $8.56 billion in insurance-funded contracts—represents future revenue that competitors cannot replicate, providing stability while creating a multi-year monetization opportunity as older, higher-value contracts mature.

• SCI Direct Transition: Short-Term Pain, Long-Term Value Explosion: The shift from trust-funded to insurance-funded preneed contracts has temporarily reduced non-funeral home sales production by nearly 20% in Q3 2025, but management expects average contract values to eventually exceed $3,000 (from $1,400-$1,500), driving substantially higher general agency revenues and margins once the sales force completes training in early 2026.

• Capital Allocation Discipline Meets Acquisition Opportunity: With a leverage ratio of 3.61x (within the 3.5-4.0x target range), $1.5 billion in total liquidity, and a robust acquisition pipeline, SCI is positioned to continue consolidating the fragmented deathcare industry while returning cash through a 1.73% dividend yield and $414 million remaining share repurchase authorization.

• Cremation Moderation as a Margin Catalyst: The cremation rate increase has slowed to 50-80 basis points annually (down from 100-150 bps), supporting core average revenue per service growth of 3% and potentially expanding funeral gross margins as the mix shifts toward higher-value traditional services.

Setting the Scene: The Business of Inevitability

Service Corporation International, incorporated in 1962, has spent six decades building what is now North America's largest deathcare network, operating 1,487 funeral service locations and 499 cemeteries across 44 states, eight Canadian provinces, and Puerto Rico. This isn't a business that wins through technological disruption or fashion cycles—it wins through scale, location quality, and the demographic certainty that every generation eventually needs its services. The company's Dignity Memorial brand serves approximately 700,000 families annually, representing roughly 16% of North American funeral homes in a market where the next largest competitor controls less than 2%.

The deathcare industry operates on a simple but powerful value chain: capture customers through preneed sales before death occurs, serve them at the time of need, and monetize cemetery properties over decades. SCI's strategy centers on preneed contracts—selling cemetery property, merchandise, and services in advance—which builds the $16.8 billion backlog that functions as both a revenue stabilizer and a market share weapon. When a family prearranges with SCI, they rarely shop elsewhere later, creating a locked-in customer base that independent operators cannot match.

Industry structure favors the consolidator. The market remains highly fragmented with thousands of independent funeral homes, many family-owned and capital-constrained. SCI's scale enables centralized procurement, shared administrative services, and cross-selling between funeral and cemetery locations—advantages that translate directly into gross margins of 26.4% and operating margins of 21.5%, both substantially higher than smaller rivals. The business model generates predictable cash flows even in economic downturns because, as CEO Thomas Ryan notes, deathcare represents a "mature sale" or "taking care of business type of sale" that families prioritize even when discretionary spending collapses.

Three secular trends define SCI's operating environment. First, the aging of America: the first baby boomers turn 80 in 2026, and the cohort size creates a "stair step" increase in deaths over the next 3-10 years. Second, cremation rates have risen steadily, historically pressuring revenue since cremations generate lower average revenue than traditional burials. Third, consumer preferences are shifting toward personalization and memorialization, creating opportunities to upsell cremation customers on cemetery niches, gardens, and digital tributes. SCI's response to these trends—developing cremation-specific memorialization products and leveraging customer-facing technology—determines whether it captures or loses value as the market evolves.

Technology, Products, and Strategic Differentiation: The Preneed Engine

SCI's core technological advantage isn't software code but a sophisticated preneed sales infrastructure that combines insurance underwriting, trust fund management, and a 3,000+ person sales force. The company's strategic shift in July 2024 to a new preferred preneed insurance provider—Global Atlantic—represents more than a vendor change; it's a fundamental reengineering of how SCI captures and values future revenue. Insurance-funded contracts generate higher general agency commissions and create a more valuable backlog because the insurance company bears investment risk while SCI collects commissions upfront.

The SCI Direct transition exemplifies short-term pain for long-term gain. By moving from trust-funded to insurance-funded contracts, SCI has forced its sales counselors through extensive training and licensing requirements, temporarily reducing non-funeral home preneed sales production by $14 million (nearly 20%) in Q3 2025. However, management expects this to reverse in early 2026, with average contract values potentially exceeding $3,000 compared to the current $1,400-$1,500 range. The significance of this shift lies in the potential for every $1,000 increase in average contract value on the $8.56 billion insurance-funded backlog to translate to $6 billion in additional future revenue, with higher-margin general agency revenue recognized immediately rather than deferred over decades.

Cremation memorialization represents SCI's most important product innovation. Consumer research revealed that "almost 0 out of 10 knew what we had and about 8 out of 10 once they saw it said, I'm interested" regarding cemetery options for cremation families. This insight drives development of cremation gardens, niches, and digital tribute platforms that can double or triple the average revenue per cremation service. The cremation rate increased only 50 basis points to 57.3% in Q3 2025—at the low end of management's 50-80 bps expectation—suggesting the long-feared headwind is moderating just as SCI's memorialization products mature.

Customer-facing technology investments, including $6 million in digital initiatives in Q3 2025, aim to improve the preneed purchase experience and drive higher conversion rates. While competitors like Carriage Services (CSV) rely on more traditional sales approaches, SCI's scale allows investment in AI-driven lead generation and data analytics that improve sales force productivity. The company's focus on enhancing the lead pipeline and increasing sales force retention through better data and knowledge directly addresses the talent attraction risk cited in SEC filings—if SCI's sales counselors are more successful than independents, they stay longer, reducing recruitment costs and improving preneed production consistency.

Financial Performance & Segment Dynamics: Evidence of Execution

SCI's Q3 2025 results demonstrate the company's ability to navigate near-term headwinds while building long-term value. Consolidated revenue grew 4.4% to $1.06 billion, driven entirely by the cemetery segment's 8% increase to $484 million, which offset a 0.3% decline in comparable funeral revenue. This segment divergence underscores the strength of cemetery operations, which carry higher gross margins (34% in Q3, up 160 basis points) and generate more predictable preneed sales production, which grew 10% to $352 million.

The funeral segment's weakness—comparable gross profit down $9.5 million with margin compression to 17.5%—stems from three factors that investors must weigh differently. First, core funeral services performed declined 3.5% due to the final lap of COVID-19's "pull-forward effect" , which management now considers "negligible" heading into 2026. This is temporary. Second, the SCI Direct transition cut non-funeral home preneed sales revenue by $4.6 million, but this will cease in late 2026 and reverse as insurance-funded production accelerates. Third, selling compensation costs rose $6 million due to higher preneed insurance sales production, representing investment in future backlog quality.

Cemetery operations tell the more important story. Comparable cemetery gross profit surged $18 million (14.6%) as the gross margin expanded to 34%, driven by a $27 million increase in recognized preneed revenue. Large sales—contracts over $100,000—grew 19%, adding $8 million in production, while core sales contributed $22 million through higher velocity and averages. This performance demonstrates SCI's pricing power and the value of its premier properties like Rose Hills, which delivered "well into double-digit growth" and is expected to be a major contributor in 2026 and beyond.

Cash flow generation validates the strategy's durability. Operating cash flow reached $252 million in Q3 2025, bringing the nine-month total to $945 million and prompting management to raise full-year guidance to $910-950 million. The $49 million year-over-year increase in operating cash flows came from higher customer receipts ($120 million) and lower legal payments ($28 million), partially offset by a $99 million increase in cash taxes as prior accounting method benefits normalized. Free cash flow of $177 million in Q3 puts SCI on track for $615 million annually, or $4.40 per share—representing a 5.7% free cash flow yield at the current stock price.

Capital allocation reflects disciplined prioritization. SCI invested $164 million in acquisitions through nine months, targeting high-return opportunities that expand the footprint and add preneed backlog. The company repurchased 5.1 million shares for $404 million at an average cost of $79.08, with $414 million remaining authorization. The dividend payout ratio of 34% sits squarely in the 30-40% target range, growing commensurate with earnings. With leverage at 3.61x—down from 3.8x a year ago and within the 3.5-4.0x target—SCI maintains financial flexibility to pursue its robust acquisition pipeline while returning cash to shareholders.

Outlook, Management Guidance, and Execution Risk

Management's 2025 guidance framework reveals confidence in the underlying business despite near-term noise. Normalized EPS of $3.80-$3.90 represents growth deceleration due to a higher effective tax rate (25-26% vs. prior benefits), but neutralizing this impact shows growth approaching the long-term 8-12% framework. The fourth quarter EPS range of $1.09-$1.19 implies acceleration, supported by expectations of "modest funeral revenue and gross profit growth" and flat to low-single-digit cemetery revenue growth.

The 2026 outlook provides the clearest investment signal. Management expressed "85% to 90% confidence" in achieving 8-12% EPS growth, citing favorable trends in funeral volume (demographics), funeral average (pricing power), SCI Direct recovery (insurance transition completion), preneed cemetery sales (low to mid-single-digit growth), and lower interest rates. CFO Eric Tanzberger expects cash flow from operations to grow 4-6% annually, independent of tax benefits, as EBITDA compounds. The outlook suggests the business can deliver mid-single-digit cash flow growth even without the demographic tailwind, making any baby boomer impact pure upside.

Execution risk centers on three variables. First, SCI Direct must return to year-over-year growth in early 2026 as 95% of production markets have completed the insurance transition. Management's statement that "pre-change levels is probably going to take a couple of years to get back to" acknowledges the challenge but also sets realistic expectations. Second, cremation rates must continue moderating; if they accelerate beyond 80 bps annually, average revenue per service growth could stall. Third, the sales force must stabilize—attrition of licensed counselors would delay the preneed production recovery and compress margins through higher recruitment costs.

The baby boomer impact provides the most compelling execution catalyst. With the first cohort turning 80 in 2026, management expects a "stair step" increase in deaths over 3-10 years. This demographic wave arrives just as SCI completes its insurance transition and optimizes its sales force, positioning the company to capture market share through its premier locations and massive preneed backlog. Competitors lack the scale to compete for this surge, giving SCI pricing power and volume leverage simultaneously.

Risks and Asymmetries: What Could Break the Thesis

Cremation acceleration represents the most material risk to SCI's revenue model. While management expects 50-80 bps annual increases, the total comparable cremation rate already reached 64.4% in Q3 2025. If rates climb toward 70% faster than expected—driven by consumer cost sensitivity or eco-friendly preferences—average revenue per service could decline despite memorialization efforts. This would hit funeral segment margins disproportionately since fixed costs (facility maintenance, staffing) remain constant while revenue per contract falls. The risk is mitigated by SCI's focus on cremation gardens and niches, but a 100-150 bps acceleration would overwhelm these initiatives.

Debt levels, while manageable, constrain strategic flexibility. At 3.21x debt-to-equity and $15.7 billion enterprise value, SCI carries substantial leverage that consumes $120 million annually in interest payments. The leverage ratio of 3.61x sits near the top of the 3.5-4.0x target range, limiting capacity for large acquisitions without equity issuance. If interest rates rise or EBITDA declines due to volume pressure, the company could breach covenant maximums, forcing asset sales or dividend cuts. This underscores the importance of SCI's acquisition strategy—$75-125 million annually—to its 8-12% EPS growth framework.

The SCI Direct transition carries execution risk that extends beyond 2026. If sales counselor training proves insufficient or insurance licensing requirements create permanent capacity constraints, the $8.56 billion insurance-funded backlog may grow slower than trust-funded alternatives. Management's admission that "pre-change levels is probably going to take a couple of years" suggests 2026 growth may be modest rather than robust. The asymmetry here is stark: successful execution could drive contract values above $3,000 and general agency margins higher, while failure would leave a $14 million quarterly revenue hole unfilled.

Regulatory risks lurk in two areas. Unclaimed property audits across multiple states could force SCI to remit trust fund earnings, directly impacting liquidity. The Florida agreement to retain earnings provides a template, but other states may demand cash transfers. Second, potential changes to the Funeral Rule —while management claims minimal impact—could require costly disclosure systems and empower price-sensitive consumers, compressing margins. These risks are mitigated by SCI's scale (compliance costs spread across 1,487 locations) and existing digital investments, but a multi-state enforcement action could consume $50-100 million in cash.

Valuation Context: Pricing a Predictable Cash Flow Machine

At $77.74 per share, SCI trades at 20.95 times trailing earnings and 11.99 times EV/EBITDA—multiples that appear reasonable for a business with 21.5% operating margins and 5.7% free cash flow yield. The price-to-operating cash flow ratio of 10.97x is particularly attractive given management's raised guidance for $910-950 million in 2025 operating cash flow, implying the market values the core cash generation at a mid-teens discount to the S&P 500 average.

Peer comparisons highlight SCI's premium positioning. Carriage Services (CSV) trades at 13.6x P/E and 10.25x EV/EBITDA but generates lower margins (23.4% operating margin on smaller scale) and slower growth (2% vs. SCI's 4.4% in Q3). Matthews International (MATW) trades at 0.99x EV/Revenue but shows negative profit margins (-1.6%) and poor ROE (-5.3%), reflecting its industrial segment drag. Hillenbrand (HI) trades at 52x P/E due to earnings volatility from its Batesville casket division's exposure to declining burial volumes. SCI's valuation premium reflects its integrated model, scale advantages, and demographic tailwinds that peers cannot replicate.

The balance sheet provides downside protection and upside optionality. With $240 million in cash and $1.2 billion available on its credit facility, SCI has $1.5 billion in total liquidity against $504 million in surety bonds and manageable debt maturities. The debt-to-equity ratio of 3.21x is elevated but stable, with interest coverage of 8.5x (EBITDA/interest) providing comfort. This capital structure supports the dividend (1.73% yield, 34% payout ratio) while funding $70 million in greenfield investments and $75-125 million in acquisitions annually.

Free cash flow per share of $4.40 represents a 5.7% yield that compares favorably to utility stocks, yet SCI offers growth through demographics and acquisitions rather than just stability. The company's return on equity of 33.5%—driven by asset-light preneed commissions and leverage—demonstrates efficient capital deployment. If management executes on its 8-12% EPS growth framework, the combination of yield and growth could deliver low-teens total returns even without multiple expansion.

Conclusion: A Demographically Compelled Growth Story

Service Corporation International has engineered a business model that transforms demographic inevitability into predictable cash flow. The $16.8 billion preneed backlog functions as a locked-in revenue stream that competitors cannot replicate, while the baby boomer wave starting in 2026 provides a volume tailwind that will last a decade. The near-term headwinds—SCI Direct transition costs, cremation rate pressures, and normalized cash taxes—are temporary obstacles that mask strengthening fundamentals: cemetery margins expanding to 34%, preneed sales production growing 10%, and operating cash flow guidance raised to $930 million at midpoint.

The investment thesis hinges on two variables. First, SCI Direct must return to growth in early 2026 and deliver on management's promise of $3,000+ average contract values, which would add hundreds of millions in high-margin general agency revenue. Second, cremation rates must continue moderating at 50-80 bps annually, preserving average revenue per service growth of 3% that drives funeral segment margin recovery. If both execute, SCI's 8-12% EPS growth framework appears conservative given operating leverage on incremental volume.

Risks are manageable but material. Elevated debt limits acquisition flexibility, though strong cash generation provides deleveraging capacity. Cremation acceleration could compress margins faster than memorialization products can offset. However, the company's scale, premier locations, and demographic positioning create a moat that independent operators cannot cross. At 11.99x EV/EBITDA and 5.7% free cash flow yield, SCI offers a compelling risk/reward for investors seeking exposure to a non-discretionary, demographically compelled growth story with a management team that has proven adept at capital allocation and cost control through volume fluctuations. The story is not about navigating deathcare's challenges, but about harvesting its certainties.