NetApp

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.

Established in 1992, the data storage and cloud service manager is based in Sunnyvale, Calif.

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

F500-2020-478-NetApp

NetApp provides hybrid cloud data services, helping clients manage applications and data across the cloud and clients' own on-premises environments.

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

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year’s list marks Fortune's 18th year of partnering with Great Place to Work. Google ranks No.1 for the sixth time, and 16 new companies make impressive debuts, including Acuity (No. 3), Twitter (No. 24), and Riot Games (No. 13).

Fortune 100 Best Companies to Work For

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Google tops the list once again, marking its eighth appearance and fifth time as No. 1.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

Perks

Compressed work weeks

Fully-paid sabbaticals

PTO for volunteering

Onsite fitness center

Discounted gym memberships

On-site medical care facility

College tuition reimbursement

Paid Time Off

Holidays

Vacation

# Sick days

Compensation

Most common job (for hourly employee)

Avg. base pay (hourly)

Avg. extra compensation (hourly)

Most common job (for salaried employee)

Avg. base pay (salaried)

Avg. extra compensation (salaried)

Hiring/staffing

FT voluntary turnover

# of job applicants

Avg. # of applicants per opening

# of jobs filled

Jobs filled internally

Jobs filled by referral

# New graduates hired

U.S. job openings

Key Financials (last Fiscal Year)

Revenues ($M)

Profits ($M)

Assets ($M)

Total Stockholder Equity ($M)

Profit Ratios

Profit as % of Revenues

Profits as % of Assets

Profits as % of Stockholder Equity

Earnings Per Share (last Fiscal Year)

Earnings Per Share ($)

EPS % Change (from prior fiscal year)

EPS % Change (5 year annual rate)

EPS % Change (10 year annual rate)

Total Return

Total Return to Investors (last year)

Total Return to Investors (5 year, annualized)

Total Return to Investors (10 year, annualized)

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

NetApp (NTAP): Company Profile, Stock Price, News, Rankings

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NetApp | Fortune

NetApp (NTAP): Company Profile, Stock Price, News, Rankings | Fortune

George Kurian says companies that hold out on AI are missing the opportunity for business success

NetApp CEO: The Promise of AI is "Much More Real Today"

Leadership

George, you're a big believer in AI and of course artificial intelligence generates a lot of growth at your company net app. We've seen that there are some companies that are quick adopters of Ai, others are skeptics and are holding back. How do you read? Who's who? I think first of all, what we've seen over the last few years is That a series of technology advancements have made the promise of industrialized Ai become much more real today than it was 20 years ago. The leaders are using AI to propel their business forward. They've made the use of AI a corporate business priority and have moved it from the remit of sciences and data engineers in the back office to actually enabling front office capabilities, serving your customers better detecting fraud in real time, driving your supply chain forecasting to be way more accurate than it used to be in the past. And I think that is sort of perhaps the mindset of leadership is the biggest difference that I see between the leaders and the ladders and what about the mindset of those who are waiting and observing but not participating with all the hype about AI, is there still an advantage to being cautious? Every industry has the opportunity to use AI tools in specific use cases. And so one of the challenges of waiting forever is that you may be missing opportunities to apply aI not as a broad based corporate transformational prerogatives, but at least to progress, a specific function in its capabilities and its well you sound very enthusiastic about this technology and I'm sure that there have been occasions where you've turned some of your customers from skeptics into believers of what is it that you've been able to say or do to convince them to embrace Ai. I think the most important things that we help them understand is that there are very specific use cases where the Ai tools are mature and where there are many customer examples of peers of our of our customers who are being successful with AI. So that removes the basic skepticism, that is the technology ready. And then it becomes a lot about how do you as a leader and how do you as a customer set up for success? Well, as you know, cost is also an important consideration. How do you make a case about spending money on a I we have found that the return on marketing investment when with an Ai led propensity model is seven times better than a generic marketing investment that we make. So that really solves the RI for itself. So how do you see A I technology evolving over let's say the next five years, what are we going to be able to do with Ai that we're not doing now and I think the but the technological foundations to make AI much more widely applicable and available there today, I think it's you know, for a larger business, it is moving a i from the experiment to large scale production, which is really the responsibility of leadership. But I also think one of the real big opportunities over the next few years is to make a I get democratized so that the tools that are available to the largest corporations are now available to businesses around the world. That's a phenomenal opportunity ahead.

George Kurian says NetApp’s data and cloud services enable companies to pivot and adapt quickly.

NetApp CEO: Companies investing in technology do well in an economic downturn

NetApp CEO: Companies Investing in tech do well in downturn

NetApp CEO: Companies Investing in Technology Do Well in an Economic Downturn

George. Thank you so much for joining us to talk about your company. Net app. You know you've made so many dramatic changes at your company since you became Ceo in 2015. Can you tell our viewers in a simple way, what does Net app do today? Netapp is a Fortune 500 company. We help organizations store protect and use their data for competitive advantage. Today we are a part an integral part of the world's leading public clouds as well as some of the most advanced artificial intelligence environments in the world. Well, many of your companies are big tech companies like amazon and Microsoft alphabet facebook and many others. Why do they turn to Net app? What is the biggest service that you provide for them? I think over the last several years we've seen two important trends in business. One is the idea of a technology enabled business strategy as opposed to a business strategy supported by technology. And people talk about the idea of digital business as you know, as a common metaphor for it. And the second was the use of data and the cloud as enablers to deliver upon technology strategy, technology enabled business strategy. And we have done really good work to bring our industry leading data management tools not only to customers data centers but now also available on all the big public clouds like you mentioned. You're absolutely right. We hear from C. E. O. S saying that they're making more investments in technology and automation, partly for the innovation that comes with it but also to reduce their costs and to grow their companies. Especially now as the U. S. Economy is weaker, inflation keeps rising. What does this trend mean for Netapp? And We've been fortunate, we just recently reported the first quarter of our fiscal year 23 and revenues were up 9%. Our public cloud business grew really strongly to growing 73% year on year. So we're really excited about the two men trends cloud and digital and data as key enablers of our business. I think the points you made susie were exactly what I hear from our clients which is about flexibility to respond to a volatile economic and geopolitical environment and speed so that you can sort of pivot and deliver on what customers expect from you quickly. Well can you give us an example of one of your customers why they came to you and the critical breakthrough that you provided for them? Yeah we've been fortunate to work with DreamWorks. They are the company that makes so many beloved movies and you know probably your viewers are probably aware of the movie, the bad guy. It's a DreamWorks animation film that has recently come to market. And you know these films take four years to develop and produce and in the the middle of the creation of the bad guys you had Covid impact all of you know the world. And so DreamWorks was forced to enable their creators, their animators and there you know technologies to have to now work in a hybrid working environment and they decided to use cloud based technologies To enable all their creators to work together. And Netapp was a key part of enabling all those animators to work together. So that about 20% of the bad guys was developed entirely on the cloud. And we were really important part of enabling that. Well, that sounds very exciting, and it also sounds like you're helping companies to in some ways disrupt their own business model and come out ahead. Right? Absolutely. Digitization is in some ways the disruption of a traditional approach to doing business based on what your customers want. You said a moment ago that you reported a record numbers with your financial results, Are you able to deliver on all the new business that you're getting? Because we hear so much about supply chain issues for so many companies. Do you have any supply constraints? We had supply constraints in the past quarter, we have tried so hard to meet all of the demand, but demand was still ahead of supply. Rethinking the global supply paradigm has been one of the important lessons that we've had to embrace over the last few years to create more flexibility to source parts from different parts of the world and also to make our, you know, systems be more like lego building blocks so that you can compose it and make it available to customers as the parts come in. So you're saying that those supply pain points are less of an issue for net app right now there are less than they were a year ago but they're still not we're still not able to meet all of the demand that we see. So we still have got work to do for a few more quarters. Are there any other headwinds that you're concerned about? The macroeconomic environment is uncertain. I would say that you know there are puts and takes to it. I think that G. D. P. Growth, for example has certainly come down relative to what we saw, you know, a few months ago. On the other hand, job growth continues to be strong as even the most recent economic forecasts indicate. And so what we're trying to help our clients do is to use technology like mentioned to these to help automate their business to bring advanced capabilities like artificial intelligence to help them progress their business even in an uncertain economic landscape. I understand that net app is hiring, what you're thinking on hiring right now in this uncertain environment that we're in, we're gonna continue to hire for the most important growth areas of our business. We continue to believe strongly in the growth of our business, especially of our cloud business. We think we're at an inflection point in the, you know, sort of the scaling of that business and we're going to keep investing in that part of our business. We are being disciplined about, you know, other parts of the business where we don't see as much opportunity and so it's really about portfolio management that, you know, our philosophy of that is you've got to invest where, where you see the growth and if you don't see it you don't invest George. You've been ceo during up cycles and down business cycles. What have you learned about leading in on certain times like we're going through right now, I think being clear about what's most important so that you can pivot the business quickly to that and be second communicate and be transparent with employees so that they have confidence and trust in leadership that you won't mislead them. And that is important to to be transparent even when things aren't good because I think that's when they really want you to be transparent with them and the third is to stay balanced, you know, so that people feel that there's a steady hand at the tiller and that you're going to guide people through this. Listen, we've learned a lot of lessons through the covid pandemic. I feel if you could guide a business through that and do well, it certainly, you know, any recession would be or any sort of adverse economic cycle would be far less impactful than what happened during covid

 George, you became CEO nearly a year ago of NetApp. This was the first time you became CEO of any company. What have you learned in the past year about leadership and what it takes to be a successful leader? I think being a first time CEO, you are more aware of the fact that you need an effective team at the top to help a business succeed, because there are so many aspects of the business that you're not an expert at or have had the privilege of supervising before. And so, it was a concerted effort by me to bring on a really capable, well integrated team at the top, and I'm proud of our team. Is there one leadership lesson that you wish you knew from day one when you took this job? I think continue to be decisive about the need for change is something that I think, perhaps, if you asked me what's the one thing I could have done quicker, better, faster, I think continue to push for change. We made a lot of changes this past year, but I always feel when I look back on it, maybe we could have done a few more. I understand you have an identical twin brother, Thomas Kurian, who, like you, is in the tech industry. He works at Oracle. At any point, did you seek his advice? Did you turn to him and say, help? Yeah. We've always, Thomas and I, have grown up for almost 50 years together. And we've had very similar careers, and he is one of my most trusted friends and advisors. And so, I often bounce things off of him. I think he said, go hire the people to lead the functions that you are not the expert at, George. You'll never be an expert at everything as a CEO. So just go get great people around you, and that convinced me to get off, and just get on with hiring awesome talent. And we're really proud of the talent that we've hired this past year. Well, you are taking NetApp into a lot of different directions, and you are making dramatic changes. I mean, what are you doing to make sure that your best employees don't leave? The first and most important role of the leader is to explain the situation we're in, and the reason for change. And I think the second, and equally important role of the leader is to paint the picture of the destination. And one of the challenges in particular when the industry is changing quickly is that you've got to be humble enough to create an adaptable vision so that it's not prescribed in stone. Because you really don't know where, other than broad brush strokes, where you are. And I think the combination of being clear about the need for change and painting a compelling vision of where you're headed gets people in the boat and helps them be part of the solution. George, you've worked at so many big blue chip companies in your career, Oracle, McKinsey Consulting, Cisco, and now, NetApp. And all of those years, I'm sure there was a lot of mentorship. What was the best leadership advice you ever got? The best leadership advice I've gotten is watching my mother, and she was an incredibly important role model for the four of us boys. She was a progressive, forward thinking, independent woman in India at a time when tradition ruled. And it was her courage to take on tradition and the old ways of thinking that shaped us and gave us the platform to be who we are. And her leadership advice about the need to be persistent, to be personally accountable, and have the courage to take on the hard stuff has been something that I always carry with me. 

NetApp's CEO Credits His Family for His Leadership Skills

George, you became CEO nearly a year ago of net app, and this is the first time you became CEO of any company. What have you learned in the past year about leadership and what it takes to be a successful leader? I think being a first time CEO you arm or aware of the fact that you need an effective team at the top to help a business succeed because there are so many aspects of the business that you're not an expert at or have had the privilege of supervising before. And so it's a ticket. It was a concerted effort by me to bring on a really capable, well integrated team at the top. And I'm proud of our team. Is there one leadership lesson that you wish you knew from Day One when you took this job, I think continued to be decisive about the need for change. Uh, it's something that I think perhaps if you ask me, what's the one thing I could have done? Quicker, Better, faster, I think, continue to push for change. We made a lot of changes this past year, but I always feel that I look back on it Maybe you could have done a few more. I understand you have an identical twin brother, Thomas Korean, who, like you, is in the tech industry. He works at Oracle at any point. Did you seek his advice? Did you turn to him as they help? Yeah, we've always. Thomas and I have grown up for almost 50 years together, and we've had very similar careers, and he is one of my most trusted friends and advisers. And so I often bounce things off of him. I think he said, Go hire the people to leave the functions that you're not the expert at George. You'll never be an expert at everything as a seal. So just go get great people around you. And that convinced me to get off and just get on with hiring awesome talent. And we're really proud of the talent that he fired the last year. Well, you are taking that app into a lot of different directions, and you are making dramatic changes. What are you doing to make sure that your best employees don't leave? The first and most important role of the leader is too Splain. The situation we're in and the reason for change. And I think the second and equally important ah role of the leader is to paint the picture of the destination. And one of the challenges in particular when the industry's changing quickly, is that you've got to be humble enough to create an adaptable vision so that it's not prescribed in stone because you really don't know where your you know other than broad brushstrokes the way you are. And I think the combination of being clear about the need for change and painting a compelling vision of where you're headed get people in the boat and helps them, Ah, be part of the solution. George, you worked at so many big blue chip companies in your career. Oracle, McKinsey Consulting, Cisco and now net app. In all of those years, I'm sure there was a lot of mentorship. What was the best leadership advice you forgot? The best leadership advice have gotten watching my mother, and she was an incredibly important role model for the four of us boys. She was the progressive forward thinking independent woman in India at a time when tradition ruled and it was so courage to take on tradition and the old ways of thinking that shaped us and gave us the platform to be who we are. And her leadership advice about the need to be persistent, to be personally accountable and have the courage to take on the hard stuff has been something that I always carry with me.

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