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Side-by-side financial comparison of American Healthcare REIT, Inc. (AHR) and Childrens Place, Inc. (PLCE). Click either name above to swap in a different company.
American Healthcare REIT, Inc. is the larger business by last-quarter revenue ($564.0M vs $339.5M, roughly 1.7× Childrens Place, Inc.). American Healthcare REIT, Inc. runs the higher net margin — 1.9% vs -1.3%, a 3.2% gap on every dollar of revenue. On growth, American Healthcare REIT, Inc. posted the faster year-over-year revenue change (13.5% vs -13.0%). Over the past eight quarters, American Healthcare REIT, Inc.'s revenue compounded faster (11.7% CAGR vs -13.6%).
Medical Properties Trust, Inc. (MPT) is an international real estate investment trust (REIT) based in Birmingham, Alabama that purchases and invests in healthcare facilities and for-profit healthcare holding companies, primarily in the United States and Europe. Their property acquisitions often come in the form of sale-leaseback agreements, in which the original property owner sells the property to MPT and becomes their tenant. MPT's tenants are generally subject to long-term triple net lease...
The Children’s Place is a retailer of clothing for children. It sells its products primarily under its proprietary brands The Children’s Place, Gymboree, Sugar & Jade, PJ Place and Crazy 8. The company has about 525 stores in the U.S., Canada and Puerto Rico, and also sells via two online outlets and through five franchise partners in 15 countries. Its product line includes tops, skirts, dresses, jackets, shoes, bottoms, sleepwear and backpacks. The Children’s Place is headquartered in Secauc...
AHR vs PLCE — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $564.0M | $339.5M |
| Net Profit | $10.8M | $-4.3M |
| Gross Margin | 14.8% | 33.1% |
| Operating Margin | 19.8% | 1.1% |
| Net Margin | 1.9% | -1.3% |
| Revenue YoY | 13.5% | -13.0% |
| Net Profit YoY | 133.9% | -121.5% |
| EPS (diluted) | $0.07 | $-0.19 |
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 | $564.0M | $339.5M | ||
| Q3 25 | $532.1M | $298.0M | ||
| Q2 25 | $501.3M | $242.1M | ||
| Q1 25 | $497.2M | $408.6M | ||
| Q4 24 | $496.8M | $390.2M | ||
| Q3 24 | $476.8M | $319.7M | ||
| Q2 24 | $458.0M | $267.9M | ||
| Q1 24 | $452.1M | $455.0M |
| Q4 25 | $10.8M | $-4.3M | ||
| Q3 25 | $55.9M | $-5.4M | ||
| Q2 25 | $9.9M | $-34.0M | ||
| Q1 25 | $-6.8M | $-8.0M | ||
| Q4 24 | $-31.8M | $20.1M | ||
| Q3 24 | $-4.1M | $-32.1M | ||
| Q2 24 | $2.0M | $-37.8M | ||
| Q1 24 | $-3.9M | $-128.8M |
| Q4 25 | 14.8% | 33.1% | ||
| Q3 25 | 14.6% | 34.0% | ||
| Q2 25 | 15.0% | 29.2% | ||
| Q1 25 | 13.0% | 28.5% | ||
| Q4 24 | 13.3% | 35.5% | ||
| Q3 24 | 12.5% | 35.0% | ||
| Q2 24 | 12.1% | 34.6% | ||
| Q1 24 | 10.7% | 21.8% |
| Q4 25 | 19.8% | 1.1% | ||
| Q3 25 | 19.9% | 1.4% | ||
| Q2 25 | 20.6% | -10.0% | ||
| Q1 25 | 19.0% | 1.7% | ||
| Q4 24 | 20.0% | 7.5% | ||
| Q3 24 | 19.6% | -6.8% | ||
| Q2 24 | 19.4% | -10.4% | ||
| Q1 24 | 18.2% | -13.6% |
| Q4 25 | 1.9% | -1.3% | ||
| Q3 25 | 10.5% | -1.8% | ||
| Q2 25 | 2.0% | -14.1% | ||
| Q1 25 | -1.4% | -2.0% | ||
| Q4 24 | -6.4% | 5.1% | ||
| Q3 24 | -0.9% | -10.0% | ||
| Q2 24 | 0.4% | -14.1% | ||
| Q1 24 | -0.9% | -28.3% |
| Q4 25 | $0.07 | $-0.19 | ||
| Q3 25 | $0.33 | $-0.24 | ||
| Q2 25 | $0.06 | $-1.57 | ||
| Q1 25 | $-0.04 | $-0.60 | ||
| Q4 24 | $-0.23 | $1.57 | ||
| Q3 24 | $-0.03 | $-2.51 | ||
| Q2 24 | $0.01 | $-2.98 | ||
| Q1 24 | $-0.04 | $-10.24 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $114.8M | $7.3M |
| Total DebtLower is stronger | — | $107.4M |
| Stockholders' EquityBook value | $3.3B | $-8.6M |
| Total Assets | $5.4B | $762.5M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $114.8M | $7.3M | ||
| Q3 25 | $147.4M | $7.8M | ||
| Q2 25 | $133.5M | $5.7M | ||
| Q1 25 | $86.1M | $5.3M | ||
| Q4 24 | $76.7M | $5.7M | ||
| Q3 24 | $67.8M | $9.6M | ||
| Q2 24 | $52.1M | $13.0M | ||
| Q1 24 | $77.0M | $13.6M |
| Q4 25 | — | $107.4M | ||
| Q3 25 | — | $107.2M | ||
| Q2 25 | — | $107.0M | ||
| Q1 25 | — | $166.0M | ||
| Q4 24 | — | $165.7M | ||
| Q3 24 | — | $165.4M | ||
| Q2 24 | — | $166.6M | ||
| Q1 24 | — | $49.8M |
| Q4 25 | $3.3B | $-8.6M | ||
| Q3 25 | $2.7B | $-4.9M | ||
| Q2 25 | $2.4B | $1.4M | ||
| Q1 25 | $2.3B | $-59.4M | ||
| Q4 24 | $2.3B | $-49.6M | ||
| Q3 24 | $2.2B | $-68.9M | ||
| Q2 24 | $1.9B | $-34.9M | ||
| Q1 24 | $2.0B | $-9.0M |
| Q4 25 | $5.4B | $762.5M | ||
| Q3 25 | $4.8B | $805.1M | ||
| Q2 25 | $4.5B | $779.6M | ||
| Q1 25 | $4.5B | $747.6M | ||
| Q4 24 | $4.5B | $888.8M | ||
| Q3 24 | $4.7B | $921.4M | ||
| Q2 24 | $4.6B | $848.3M | ||
| Q1 24 | $4.7B | $800.3M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 75.63× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| 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 | $55.2M | $6.2M |
| Free Cash FlowOCF − Capex | — | $-3.4M |
| FCF MarginFCF / Revenue | — | -1.0% |
| Capex IntensityCapex / Revenue | — | 2.8% |
| Cash ConversionOCF / Net Profit | 5.12× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $39.5M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $55.2M | $6.2M | ||
| Q3 25 | $107.2M | $-30.5M | ||
| Q2 25 | $71.5M | $-43.0M | ||
| Q1 25 | $60.6M | $121.3M | ||
| Q4 24 | $59.5M | $-44.2M | ||
| Q3 24 | $63.1M | $-83.9M | ||
| Q2 24 | $59.4M | $-110.8M | ||
| Q1 24 | $-6.0M | $135.4M |
| Q4 25 | — | $-3.4M | ||
| Q3 25 | — | $-31.9M | ||
| Q2 25 | — | $-46.4M | ||
| Q1 25 | — | $121.2M | ||
| Q4 24 | — | $-47.7M | ||
| Q3 24 | — | $-91.7M | ||
| Q2 24 | — | $-115.5M | ||
| Q1 24 | — | $132.2M |
| Q4 25 | — | -1.0% | ||
| Q3 25 | — | -10.7% | ||
| Q2 25 | — | -19.2% | ||
| Q1 25 | — | 29.7% | ||
| Q4 24 | — | -12.2% | ||
| Q3 24 | — | -28.7% | ||
| Q2 24 | — | -43.1% | ||
| Q1 24 | — | 29.1% |
| Q4 25 | — | 2.8% | ||
| Q3 25 | — | 0.5% | ||
| Q2 25 | — | 1.4% | ||
| Q1 25 | — | 0.0% | ||
| Q4 24 | — | 0.9% | ||
| Q3 24 | — | 2.4% | ||
| Q2 24 | — | 1.8% | ||
| Q1 24 | — | 0.7% |
| Q4 25 | 5.12× | — | ||
| Q3 25 | 1.92× | — | ||
| Q2 25 | 7.21× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | -2.20× | ||
| Q3 24 | — | — | ||
| Q2 24 | 30.02× | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
AHR
| Integrated Senior Health Campuses | $467.0M | 83% |
| SHOP | $97.0M | 17% |
PLCE
| The Childrens Place US | $307.4M | 91% |
| The Childrens Place International | $32.1M | 9% |
| Gift Cards | $1.7M | 1% |
