Omnicell OMCL Business Segments
| TTM Q1 '26 | TTM Q4 '25 | TTM Q3 '25 | TTM Q2 '25 | TTM Q1 '25 | ||
|---|---|---|---|---|---|---|
| Total revenues by Product | ||||||
| Connected devices, software licenses, and other | $594.06M+5.1% | $565.48M-0.6% | $569.15M+3.1% | $552.26M+0.7% | $548.18M+1.7% | |
| Consumables | $101.27M+1.0% | $100.22M+1.3% | $98.96M+2.3% | $96.72M+2.7% | $94.2M+3.1% | |
| SaaS and Expert Services | $264.12M+1.9% | $259.09M+1.0% | $256.42M+0.5% | $255.04M+1.1% | $252.3M+3.6% | |
| Technical services | $265.61M+2.1% | $260.06M+2.7% | $253.21M+3.1% | $245.52M+1.8% | $241.08M+1.2% | |
| Cost of Product and Service Sold by Product | ||||||
| Product revenues | $389.1M+2.6% | $379.16M+2.2% | $371M+0.6% | $368.71M-2.0% | $376.17M-1.8% | |
| Service revenues | $303.09M+0.3% | $302.24M+3.6% | $291.86M+4.9% | $278.18M+2.9% | $270.27M+4.7% | |
| Total revenues by Geography | ||||||
| Rest of world | $131.15M+9.5% | $119.77M+12.9% | $106.13M+8.4% | $97.94M+6.1% | $92.29M-7.6% | |
| United States | $1.09B+2.7% | $1.07B-0.6% | $1.07B+1.9% | $1.05B+0.8% | $1.04B+3.1% | |
| Total property and equipment, net by Geography | ||||||
| Rest of world | $15.58M+1.8% | $15.3M+5.9% | $14.45M-0.7% | $14.56M-3.5% | $15.09M-4.3% | |
| United States | $464.6M+1.2% | $459.17M+1.5% | $452.6M+1.8% | $444.62M+2.0% | $436.11M+1.7% |
Chart any of these lines over time, or line them up against competitors.
Compare these in charts →Questions, answered.
- How does Omnicell break its business down?
- Omnicell (OMCL) reports total revenues by product across 4 parts — Connected devices, software licenses, and other, Consumables, SaaS and Expert Services and Technical services. Each is extracted from the segment footnotes and tracked over time.
- Where does Omnicell's segment data come from?
- Segment breakdowns are pulled from the segment footnotes in Omnicell's SEC filings (the XBRL dimensional tags), so every line ties back to a reported figure. Switch between quarterly, annual, and TTM, or open any segment for its full history.
