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Side-by-side financial comparison of Automatic Data Processing (ADP) and CANADIAN IMPERIAL BANK OF COMMERCE (CM). Click either name above to swap in a different company.
CANADIAN IMPERIAL BANK OF COMMERCE is the larger business by last-quarter revenue ($6.1B vs $5.9B, roughly 1.0× Automatic Data Processing). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 22.9%, a 14.0% gap on every dollar of revenue.
Automatic Data Processing, Inc. (ADP) is an American multinational provider of cloud-based human resources management, payroll processing, and professional employer organization (PEO) services, headquartered in Roseland, New Jersey.
The Imperial Bank of Canada was a Canadian bank that operated from 1873 to 1961. In 1961, Imperial merged with the Canadian Bank of Commerce to become the Canadian Imperial Bank of Commerce.
ADP vs CM — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $5.9B | $6.1B |
| Net Profit | $1.4B | $2.3B |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 22.9% | 36.9% |
| Revenue YoY | 7.0% | — |
| Net Profit YoY | 8.4% | — |
| EPS (diluted) | $10.01 | — |
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 | $5.9B | $6.1B | ||
| Q4 25 | $5.4B | — | ||
| Q3 25 | $5.2B | $5.3B | ||
| Q2 25 | $5.1B | $5.1B | ||
| Q1 25 | $5.6B | — | ||
| Q4 24 | $5.0B | — | ||
| Q3 24 | $4.8B | — | ||
| Q2 24 | $4.8B | — |
| Q1 26 | $1.4B | $2.3B | ||
| Q4 25 | $1.1B | — | ||
| Q3 25 | $1.0B | $1.5B | ||
| Q2 25 | $910.7M | $1.5B | ||
| Q1 25 | $1.2B | — | ||
| Q4 24 | $963.2M | — | ||
| Q3 24 | $956.3M | — | ||
| Q2 24 | $829.3M | — |
| Q1 26 | — | — | ||
| Q4 25 | 46.1% | — | ||
| Q3 25 | 45.2% | — | ||
| Q2 25 | 45.1% | — | ||
| Q1 25 | 47.7% | — | ||
| Q4 24 | 45.7% | — | ||
| Q3 24 | 45.5% | — | ||
| Q2 24 | 44.8% | — |
| Q1 26 | — | — | ||
| Q4 25 | 25.8% | — | ||
| Q3 25 | 25.3% | — | ||
| Q2 25 | 23.2% | — | ||
| Q1 25 | 29.2% | — | ||
| Q4 24 | 25.0% | — | ||
| Q3 24 | 25.6% | — | ||
| Q2 24 | 22.8% | — |
| Q1 26 | 22.9% | 36.9% | ||
| Q4 25 | 19.8% | — | ||
| Q3 25 | 19.6% | 28.9% | ||
| Q2 25 | 17.8% | 28.6% | ||
| Q1 25 | 22.5% | — | ||
| Q4 24 | 19.1% | — | ||
| Q3 24 | 19.8% | — | ||
| Q2 24 | 17.4% | — |
| Q1 26 | $10.01 | — | ||
| Q4 25 | $2.62 | — | ||
| Q3 25 | $2.49 | — | ||
| Q2 25 | $2.23 | — | ||
| Q1 25 | $3.06 | — | ||
| Q4 24 | $2.35 | — | ||
| Q3 24 | $2.34 | — | ||
| Q2 24 | $2.01 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $3.2B | $8.0B |
| Total DebtLower is stronger | $4.0B | — |
| Stockholders' EquityBook value | $6.4B | $47.9B |
| Total Assets | $64.5B | $826.8B |
| Debt / EquityLower = less leverage | 0.63× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $3.2B | $8.0B | ||
| Q4 25 | $2.5B | — | ||
| Q3 25 | $7.9B | $13.9B | ||
| Q2 25 | $7.8B | $10.2B | ||
| Q1 25 | $2.7B | — | ||
| Q4 24 | $2.2B | — | ||
| Q3 24 | $7.3B | — | ||
| Q2 24 | $3.3B | — |
| Q1 26 | $4.0B | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $6.4B | $47.9B | ||
| Q4 25 | $6.4B | — | ||
| Q3 25 | $6.4B | $45.9B | ||
| Q2 25 | $6.2B | $45.2B | ||
| Q1 25 | $5.9B | — | ||
| Q4 24 | $5.1B | — | ||
| Q3 24 | $5.3B | — | ||
| Q2 24 | $4.5B | — |
| Q1 26 | $64.5B | $826.8B | ||
| Q4 25 | $84.6B | — | ||
| Q3 25 | $54.3B | $804.6B | ||
| Q2 25 | $53.4B | $795.8B | ||
| Q1 25 | $56.4B | — | ||
| Q4 24 | $64.1B | — | ||
| Q3 24 | $49.5B | — | ||
| Q2 24 | $54.4B | — |
| Q1 26 | 0.63× | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
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 | — | $-1.6B |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | 2.1% | — |
| Cash ConversionOCF / Net Profit | — | -0.69× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $-1.6B | ||
| Q4 25 | $1.1B | — | ||
| Q3 25 | $642.3M | $4.3B | ||
| Q2 25 | $1.4B | $667.2M | ||
| Q1 25 | $1.5B | — | ||
| Q4 24 | $1.2B | — | ||
| Q3 24 | $824.4M | — | ||
| Q2 24 | $1.3B | — |
| Q1 26 | 2.1% | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | -0.69× | ||
| Q4 25 | 1.07× | — | ||
| Q3 25 | 0.63× | 2.80× | ||
| Q2 25 | 1.58× | 0.46× | ||
| Q1 25 | 1.22× | — | ||
| Q4 24 | 1.19× | — | ||
| Q3 24 | 0.86× | — | ||
| Q2 24 | 1.57× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
ADP
| Revenues, other than interest on funds held for clients and PEO revenues | $3.6B | 61% |
| PEO revenues (A) (B) (C) | $1.9B | 32% |
| Other | $403.9M | 7% |
CM
Segment breakdown not available.
