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Side-by-side financial comparison of Ameren (AEE) and Centuri Holdings, Inc. (CTRI). Click either name above to swap in a different company.
Ameren is the larger business by last-quarter revenue ($1.8B vs $858.6M, roughly 2.1× Centuri Holdings, Inc.). Ameren runs the higher net margin — 14.2% vs 3.5%, a 10.7% gap on every dollar of revenue. On growth, Centuri Holdings, Inc. posted the faster year-over-year revenue change (19.7% vs -8.2%). Centuri Holdings, Inc. produced more free cash flow last quarter ($66.3M vs $-54.0M). Over the past eight quarters, Centuri Holdings, Inc.'s revenue compounded faster (27.5% CAGR vs -0.9%).
Ameren Corporation, together with its subsidiaries, operates as a public utility holding company in the United States. It operates through four segments: Ameren Missouri, Ameren Illinois Electric Distribution, Ameren Illinois Natural Gas, and Ameren Transmission. The company engages in the rate-regulated electric generation, transmission, and distribution activities; and rate-regulated natural gas distribution and transmission businesses. It primarily generates electricity through coal, nucle...
Centuri, formerly known as Allied Leisure, was an American arcade game manufacturer. They were based in Hialeah, Florida, and were one of the top six suppliers of coin-operated arcade video game machinery in the United States during the early 1980s. Centuri in its modern inception was formed when former Taito America president Ed Miller and his partner Bill Olliges took over Allied Leisure, Inc. They renamed it "Centuri" in 1980. The company's vice president was Joel Hochberg from about 1976 ...
AEE vs CTRI — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $1.8B | $858.6M |
| Net Profit | $253.0M | $30.4M |
| Gross Margin | — | 9.4% |
| Operating Margin | 20.2% | 4.3% |
| Net Margin | 14.2% | 3.5% |
| Revenue YoY | -8.2% | 19.7% |
| Net Profit YoY | 21.6% | 194.1% |
| EPS (diluted) | $0.92 | $0.34 |
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.
| Q4 25 | $1.8B | $858.6M | ||
| Q3 25 | $2.7B | $850.0M | ||
| Q2 25 | $2.2B | $724.1M | ||
| Q1 25 | $2.1B | $550.1M | ||
| Q4 24 | $1.9B | $717.1M | ||
| Q3 24 | $2.2B | $720.1M | ||
| Q2 24 | $1.7B | $672.1M | ||
| Q1 24 | $1.8B | $528.0M |
| Q4 25 | $253.0M | $30.4M | ||
| Q3 25 | $641.0M | $2.1M | ||
| Q2 25 | $277.0M | $8.1M | ||
| Q1 25 | $290.0M | $-17.9M | ||
| Q4 24 | $208.0M | $10.3M | ||
| Q3 24 | $457.0M | $-3.7M | ||
| Q2 24 | $260.0M | $11.7M | ||
| Q1 24 | $262.0M | $-25.1M |
| Q4 25 | — | 9.4% | ||
| Q3 25 | — | 9.2% | ||
| Q2 25 | — | 9.4% | ||
| Q1 25 | — | 3.7% | ||
| Q4 24 | — | 9.9% | ||
| Q3 24 | — | 10.5% | ||
| Q2 24 | — | 9.0% | ||
| Q1 24 | — | 2.5% |
| Q4 25 | 20.2% | 4.3% | ||
| Q3 25 | 30.6% | 4.3% | ||
| Q2 25 | 18.5% | 4.4% | ||
| Q1 25 | 20.5% | -2.3% | ||
| Q4 24 | 10.2% | 4.7% | ||
| Q3 24 | 27.0% | 5.8% | ||
| Q2 24 | 21.3% | 4.9% | ||
| Q1 24 | 20.4% | -4.2% |
| Q4 25 | 14.2% | 3.5% | ||
| Q3 25 | 23.7% | 0.2% | ||
| Q2 25 | 12.5% | 1.1% | ||
| Q1 25 | 13.8% | -3.3% | ||
| Q4 24 | 10.7% | 1.4% | ||
| Q3 24 | 21.0% | -0.5% | ||
| Q2 24 | 15.4% | 1.7% | ||
| Q1 24 | 14.4% | -4.7% |
| Q4 25 | $0.92 | $0.34 | ||
| Q3 25 | $2.35 | $0.02 | ||
| Q2 25 | $1.01 | $0.09 | ||
| Q1 25 | $1.07 | $-0.20 | ||
| Q4 24 | $0.77 | $0.17 | ||
| Q3 24 | $1.70 | $-0.04 | ||
| Q2 24 | $0.97 | $0.14 | ||
| Q1 24 | $0.98 | $-0.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $13.0M | $126.6M |
| Total DebtLower is stronger | $19.4B | — |
| Stockholders' EquityBook value | $13.4B | $873.0M |
| Total Assets | $48.5B | $2.4B |
| Debt / EquityLower = less leverage | 1.45× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $13.0M | $126.6M | ||
| Q3 25 | $9.0M | $16.1M | ||
| Q2 25 | $11.0M | $28.3M | ||
| Q1 25 | $23.0M | $15.3M | ||
| Q4 24 | $7.0M | $49.0M | ||
| Q3 24 | $17.0M | $52.5M | ||
| Q2 24 | $19.0M | $30.9M | ||
| Q1 24 | $85.0M | $18.4M |
| Q4 25 | $19.4B | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $17.8B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $13.4B | $873.0M | ||
| Q3 25 | $12.8B | $585.2M | ||
| Q2 25 | $12.3B | $567.1M | ||
| Q1 25 | $12.2B | $536.5M | ||
| Q4 24 | $12.1B | $555.6M | ||
| Q3 24 | $11.8B | $527.3M | ||
| Q2 24 | $11.5B | $530.4M | ||
| Q1 24 | $11.4B | $197.8M |
| Q4 25 | $48.5B | $2.4B | ||
| Q3 25 | $47.4B | $2.2B | ||
| Q2 25 | $46.6B | $2.1B | ||
| Q1 25 | $45.7B | $2.0B | ||
| Q4 24 | $44.6B | $2.1B | ||
| Q3 24 | $43.3B | $2.1B | ||
| Q2 24 | $42.3B | $2.2B | ||
| Q1 24 | $41.3B | $2.1B |
| Q4 25 | 1.45× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 1.47× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 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 | $956.0M | $83.9M |
| Free Cash FlowOCF − Capex | $-54.0M | $66.3M |
| FCF MarginFCF / Revenue | -3.0% | 7.7% |
| Capex IntensityCapex / Revenue | 56.7% | 2.0% |
| Cash ConversionOCF / Net Profit | 3.78× | 2.76× |
| TTM Free Cash FlowTrailing 4 quarters | $-775.0M | $-8.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $956.0M | $83.9M | ||
| Q3 25 | $1.1B | $5.2M | ||
| Q2 25 | $862.0M | $-27.7M | ||
| Q1 25 | $431.0M | $16.7M | ||
| Q4 24 | $817.0M | $61.0M | ||
| Q3 24 | $897.0M | $180.2M | ||
| Q2 24 | $557.0M | $-56.6M | ||
| Q1 24 | $492.0M | $-26.5M |
| Q4 25 | $-54.0M | $66.3M | ||
| Q3 25 | $116.0M | $-18.4M | ||
| Q2 25 | $-204.0M | $-48.5M | ||
| Q1 25 | $-633.0M | $-7.7M | ||
| Q4 24 | $-473.0M | $27.8M | ||
| Q3 24 | $-240.0M | $160.7M | ||
| Q2 24 | $-445.0M | $-76.9M | ||
| Q1 24 | $-398.0M | $-52.7M |
| Q4 25 | -3.0% | 7.7% | ||
| Q3 25 | 4.3% | -2.2% | ||
| Q2 25 | -9.2% | -6.7% | ||
| Q1 25 | -30.2% | -1.4% | ||
| Q4 24 | -24.4% | 3.9% | ||
| Q3 24 | -11.0% | 22.3% | ||
| Q2 24 | -26.3% | -11.4% | ||
| Q1 24 | -21.9% | -10.0% |
| Q4 25 | 56.7% | 2.0% | ||
| Q3 25 | 36.6% | 2.8% | ||
| Q2 25 | 48.0% | 2.9% | ||
| Q1 25 | 50.7% | 4.4% | ||
| Q4 24 | 66.5% | 4.6% | ||
| Q3 24 | 52.3% | 2.7% | ||
| Q2 24 | 59.2% | 3.0% | ||
| Q1 24 | 49.0% | 5.0% |
| Q4 25 | 3.78× | 2.76× | ||
| Q3 25 | 1.72× | 2.48× | ||
| Q2 25 | 3.11× | -3.43× | ||
| Q1 25 | 1.49× | — | ||
| Q4 24 | 3.93× | 5.90× | ||
| Q3 24 | 1.96× | — | ||
| Q2 24 | 2.14× | -4.84× | ||
| Q1 24 | 1.88× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
AEE
Segment breakdown not available.
CTRI
| Master Services Agreement | $660.7M | 77% |
| Non Union Electric Segment | $163.4M | 19% |
| Related Party | $25.6M | 3% |
