United States Cellular Corporation (USM) — Financial Flexibility Index
United States Cellular Corporation (USM) has a Financial Flexibility Index of -0.14x as of September 2025. Free cash flow of $-332.09 Million (operating CF $-462.49 Million minus capex $130.40 Million) represents 0% of total liabilities ($2.38 Billion). Check cash flow reinvestment rate of United States Cellular Corporation to assess the company's total reinvestment commitment from operating cash flow.
Financial Flexibility Index
Free Cash Flow
Total Liabilities
Capital Expenditures
United States Cellular Corporation Financial Flexibility Index (1989–2024)
Historical Financial Flexibility Index trend for United States Cellular Corporation across 36 annual periods. For the full cash flow conversion analysis, see United States Cellular Corporation cash flow conversion.
Annual Financial Flexibility Index for United States Cellular Corporation (1989–2024)
Year-by-year free cash flow to debt coverage for United States Cellular Corporation. Explore cash flow to debt ratio of United States Cellular Corporation to assess how comfortably operating cash covers total debt obligations.
| Year | Flexibility Index | Free Cash Flow (USD) | Operating CF | Total Liabilities | YoY Change |
|---|---|---|---|---|---|
| 2024 | 0.24x | $1.42 Billion | $883.00 Million | $5.84 Billion | ▼ -7.6% |
| 2023 | 0.26x | $1.60 Billion | $866.00 Million | $6.10 Billion | ▼ -14.8% |
| 2022 | 0.31x | $2.02 Billion | $832.00 Million | $6.54 Billion | ▼ -37.5% |
| 2021 | 0.49x | $2.85 Billion | $802.00 Million | $5.77 Billion | ▲ +6.7% |
| 2020 | 0.46x | $2.43 Billion | $1.24 Billion | $5.25 Billion | ▲ +11.3% |
| 2019 | 0.42x | $1.64 Billion | $724.00 Million | $3.94 Billion | ▲ +8.2% |
| 2018 | 0.38x | $1.23 Billion | $709.00 Million | $3.20 Billion | ▲ +8.0% |
| 2017 | 0.36x | $1.12 Billion | $469.00 Million | $3.15 Billion | ▲ +23.7% |
| 2016 | 0.29x | $997.00 Million | $501.00 Million | $3.46 Billion | ▼ -29.4% |
| 2015 | 0.41x | $1.42 Billion | $555.11 Million | $3.49 Billion | ▲ +58.6% |
| 2014 | 0.26x | $815.58 Million | $172.34 Million | $3.17 Billion | ▼ -23.9% |
| 2013 | 0.34x | $1.03 Billion | $290.90 Million | $3.04 Billion | ▼ -49.0% |
| 2012 | 0.66x | $1.85 Billion | $899.29 Million | $2.79 Billion | ▼ -0.3% |
| 2011 | 0.66x | $1.76 Billion | $987.86 Million | $2.65 Billion | ▲ +9.3% |
| 2010 | 0.61x | $1.46 Billion | $874.29 Million | $2.40 Billion | ▼ -2.7% |
| 2009 | 0.62x | $1.43 Billion | $881.81 Million | $2.29 Billion | ▼ -4.4% |
| 2008 | 0.65x | $1.51 Billion | $922.78 Million | $2.31 Billion | ▲ +8.4% |
| 2007 | 0.60x | $1.43 Billion | $863.08 Million | $2.37 Billion | ▲ +25.4% |
| 2006 | 0.48x | $1.27 Billion | $693.45 Million | $2.65 Billion | ▲ +3.1% |
| 2005 | 0.47x | $1.23 Billion | $642.17 Million | $2.64 Billion | ▲ +2.5% |
| 2004 | 0.45x | $1.16 Billion | $518.41 Million | $2.55 Billion | ▼ -13.1% |
| 2003 | 0.52x | $1.24 Billion | $621.65 Million | $2.37 Billion | ▼ -11.6% |
| 2002 | 0.59x | $1.32 Billion | $620.08 Million | $2.23 Billion | ▼ -14.4% |
| 2001 | 0.69x | $928.16 Million | $440.35 Million | $1.34 Billion | ▲ +3.0% |
| 2000 | 0.67x | $816.64 Million | $521.33 Million | $1.22 Billion | ▲ +29.9% |
| 1999 | 0.52x | $611.70 Million | $333.20 Million | $1.18 Billion | ▼ -22.6% |
| 1998 | 0.67x | $702.80 Million | $311.10 Million | $1.05 Billion | ▲ +10.2% |
| 1997 | 0.61x | $499.90 Million | $222.10 Million | $825.70 Million | ▼ -5.3% |
| 1996 | 0.64x | $356.90 Million | $137.50 Million | $558.40 Million | ▼ -0.5% |
| 1995 | 0.64x | $324.60 Million | $115.90 Million | $505.30 Million | ▲ +5.3% |
| 1994 | 0.61x | $242.50 Million | $84.30 Million | $397.60 Million | ▲ +37.5% |
| 1993 | 0.44x | $120.20 Million | $35.30 Million | $270.90 Million | ▲ +192.5% |
| 1992 | 0.15x | $56.80 Million | $3.50 Million | $374.50 Million | ▼ -6.9% |
| 1991 | 0.16x | $37.50 Million | $-18.90 Million | $230.10 Million | ▲ +194.8% |
| 1990 | 0.06x | $9.00 Million | $-5.50 Million | $162.80 Million | ▲ +1538.2% |
| 1989 | 0.00x | $300.00K | $-7.30 Million | $88.90 Million | — |