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Side-by-side financial comparison of AECOM (ACM) and Dole plc (DOLE). Click either name above to swap in a different company.
AECOM is the larger business by last-quarter revenue ($3.8B vs $2.3B, roughly 1.7× Dole plc). AECOM runs the higher net margin — 1.9% vs 0.2%, a 1.7% gap on every dollar of revenue. On growth, Dole plc posted the faster year-over-year revenue change (10.5% vs 1.6%). Dole plc produced more free cash flow last quarter ($66.5M vs $41.9M). Over the past eight quarters, Dole plc's revenue compounded faster (3.2% CAGR vs -1.4%).
AECOM is an American multinational infrastructure consulting firm headquartered in Dallas, Texas.
Dole plc is an Irish-American agricultural multinational corporation headquartered in Dublin, Ireland. The company is among the world's largest producers of fruit and vegetables, operating with 38,500 full-time and seasonal employees who supply some 300 products in 75 countries. Dole reported 2021 revenues of $6.5 billion.
ACM vs DOLE — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $3.8B | $2.3B |
| Net Profit | $74.5M | $5.1M |
| Gross Margin | 7.3% | 6.8% |
| Operating Margin | 5.8% | 1.1% |
| Net Margin | 1.9% | 0.2% |
| Revenue YoY | 1.6% | 10.5% |
| Net Profit YoY | -48.0% | -64.6% |
| EPS (diluted) | $0.56 | $0.05 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q1 26 | $3.8B | — | ||
| Q3 25 | $4.2B | $2.3B | ||
| Q2 25 | $4.2B | $2.4B | ||
| Q1 25 | $3.8B | $2.1B | ||
| Q4 24 | $4.0B | — | ||
| Q3 24 | $4.1B | $2.1B | ||
| Q2 24 | $4.2B | $2.1B | ||
| Q1 24 | $3.9B | $2.1B |
| Q1 26 | $74.5M | — | ||
| Q3 25 | $120.4M | $5.1M | ||
| Q2 25 | $131.0M | $10.0M | ||
| Q1 25 | $143.4M | $38.9M | ||
| Q4 24 | $167.0M | — | ||
| Q3 24 | $172.5M | $14.4M | ||
| Q2 24 | $134.3M | $80.1M | ||
| Q1 24 | $1.0M | $70.1M |
| Q1 26 | 7.3% | — | ||
| Q3 25 | 7.9% | 6.8% | ||
| Q2 25 | 7.8% | 9.0% | ||
| Q1 25 | 7.7% | 8.7% | ||
| Q4 24 | 6.7% | — | ||
| Q3 24 | 7.2% | 8.0% | ||
| Q2 24 | 6.9% | 9.4% | ||
| Q1 24 | 6.6% | 9.2% |
| Q1 26 | 5.8% | — | ||
| Q3 25 | 5.7% | 1.1% | ||
| Q2 25 | 7.0% | 4.3% | ||
| Q1 25 | 6.8% | 3.2% | ||
| Q4 24 | 5.9% | — | ||
| Q3 24 | 5.8% | 2.3% | ||
| Q2 24 | 5.5% | 4.0% | ||
| Q1 24 | 5.1% | 5.3% |
| Q1 26 | 1.9% | — | ||
| Q3 25 | 2.9% | 0.2% | ||
| Q2 25 | 3.1% | 0.4% | ||
| Q1 25 | 3.8% | 1.9% | ||
| Q4 24 | 4.2% | — | ||
| Q3 24 | 4.2% | 0.7% | ||
| Q2 24 | 3.2% | 3.8% | ||
| Q1 24 | 0.0% | 3.3% |
| Q1 26 | $0.56 | — | ||
| Q3 25 | $0.90 | $0.05 | ||
| Q2 25 | $0.98 | $0.10 | ||
| Q1 25 | $1.08 | $0.41 | ||
| Q4 24 | $1.25 | — | ||
| Q3 24 | $1.27 | $0.15 | ||
| Q2 24 | $0.98 | $0.84 | ||
| Q1 24 | $0.01 | $0.74 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.2B | $321.0M |
| Total DebtLower is stronger | $2.6B | — |
| Stockholders' EquityBook value | $2.2B | $1.4B |
| Total Assets | $11.9B | $4.5B |
| Debt / EquityLower = less leverage | 1.18× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $1.2B | — | ||
| Q3 25 | $1.6B | $321.0M | ||
| Q2 25 | $1.8B | $323.1M | ||
| Q1 25 | $1.6B | $261.0M | ||
| Q4 24 | $1.6B | — | ||
| Q3 24 | $1.6B | $266.4M | ||
| Q2 24 | $1.6B | $225.8M | ||
| Q1 24 | $1.2B | $245.5M |
| Q1 26 | $2.6B | — | ||
| Q3 25 | $2.6B | — | ||
| Q2 25 | $2.5B | — | ||
| Q1 25 | $2.5B | — | ||
| Q4 24 | $2.5B | — | ||
| Q3 24 | $2.5B | — | ||
| Q2 24 | $2.5B | — | ||
| Q1 24 | $2.1B | — |
| Q1 26 | $2.2B | — | ||
| Q3 25 | $2.5B | $1.4B | ||
| Q2 25 | $2.5B | $1.4B | ||
| Q1 25 | $2.3B | $1.3B | ||
| Q4 24 | $2.2B | — | ||
| Q3 24 | $2.2B | $1.4B | ||
| Q2 24 | $2.3B | $1.4B | ||
| Q1 24 | $2.2B | $1.3B |
| Q1 26 | $11.9B | — | ||
| Q3 25 | $12.2B | $4.5B | ||
| Q2 25 | $12.3B | $4.7B | ||
| Q1 25 | $11.8B | $4.5B | ||
| Q4 24 | $11.8B | — | ||
| Q3 24 | $12.1B | $4.5B | ||
| Q2 24 | $12.0B | $4.4B | ||
| Q1 24 | $11.5B | $4.5B |
| Q1 26 | 1.18× | — | ||
| Q3 25 | 1.06× | — | ||
| Q2 25 | 0.99× | — | ||
| Q1 25 | 1.07× | — | ||
| Q4 24 | 1.11× | — | ||
| Q3 24 | 1.12× | — | ||
| Q2 24 | 1.07× | — | ||
| Q1 24 | 0.96× | — |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $70.2M | $87.4M |
| Free Cash FlowOCF − Capex | $41.9M | $66.5M |
| FCF MarginFCF / Revenue | 1.1% | 2.9% |
| Capex IntensityCapex / Revenue | 0.7% | 0.9% |
| Cash ConversionOCF / Net Profit | 0.94× | 17.12× |
| TTM Free Cash FlowTrailing 4 quarters | $616.0M | $13.7M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $70.2M | — | ||
| Q3 25 | $196.1M | $87.4M | ||
| Q2 25 | $283.7M | $18.3M | ||
| Q1 25 | $190.7M | $-78.8M | ||
| Q4 24 | $151.1M | — | ||
| Q3 24 | $298.8M | $101.0M | ||
| Q2 24 | $291.3M | $40.2M | ||
| Q1 24 | $94.4M | $-35.0M |
| Q1 26 | $41.9M | — | ||
| Q3 25 | $134.1M | $66.5M | ||
| Q2 25 | $261.7M | $-1.0M | ||
| Q1 25 | $178.3M | $-131.6M | ||
| Q4 24 | $110.9M | — | ||
| Q3 24 | $274.5M | $79.9M | ||
| Q2 24 | $272.8M | $22.8M | ||
| Q1 24 | $73.9M | $-53.2M |
| Q1 26 | 1.1% | — | ||
| Q3 25 | 3.2% | 2.9% | ||
| Q2 25 | 6.3% | -0.0% | ||
| Q1 25 | 4.7% | -6.3% | ||
| Q4 24 | 2.8% | — | ||
| Q3 24 | 6.7% | 3.9% | ||
| Q2 24 | 6.6% | 1.1% | ||
| Q1 24 | 1.9% | -2.5% |
| Q1 26 | 0.7% | — | ||
| Q3 25 | 1.5% | 0.9% | ||
| Q2 25 | 0.5% | 0.8% | ||
| Q1 25 | 0.3% | 2.5% | ||
| Q4 24 | 1.0% | — | ||
| Q3 24 | 0.6% | 1.0% | ||
| Q2 24 | 0.4% | 0.8% | ||
| Q1 24 | 0.5% | 0.9% |
| Q1 26 | 0.94× | — | ||
| Q3 25 | 1.63× | 17.12× | ||
| Q2 25 | 2.17× | 1.84× | ||
| Q1 25 | 1.33× | -2.02× | ||
| Q4 24 | 0.90× | — | ||
| Q3 24 | 1.73× | 7.01× | ||
| Q2 24 | 2.17× | 0.50× | ||
| Q1 24 | 93.70× | -0.50× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
