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Side-by-side financial comparison of A.K.A. BRANDS HOLDING CORP. (AKA) and LIFETIME BRANDS, INC (LCUT), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
LIFETIME BRANDS, INC is the larger business by last-quarter revenue ($204.1M vs $163.9M, roughly 1.2× A.K.A. BRANDS HOLDING CORP.). LIFETIME BRANDS, INC runs the higher net margin — -8.8% vs 8.9%, a 17.7% gap on every dollar of revenue. On growth, A.K.A. BRANDS HOLDING CORP. posted the faster year-over-year revenue change (3.1% vs -5.2%). LIFETIME BRANDS, INC produced more free cash flow last quarter ($2.6M vs $-3.0M). Over the past eight quarters, LIFETIME BRANDS, INC's revenue compounded faster (19.8% CAGR vs 18.5%).
Yum! Brands, Inc. is an American multinational fast food corporation. It was formed in 1977 as a subsidiary of PepsiCo, after the company acquired KFC, Pizza Hut, and Taco Bell. PepsiCo divested the brands in 1997, and these consolidated as Yum!. The company operates KFC, Pizza Hut, Taco Bell, Habit Burger & Grill, and several technology companies.
Yum! Brands, Inc. is an American multinational fast food corporation. It was formed in 1977 as a subsidiary of PepsiCo, after the company acquired KFC, Pizza Hut, and Taco Bell. PepsiCo divested the brands in 1997, and these consolidated as Yum!. The company operates KFC, Pizza Hut, Taco Bell, Habit Burger & Grill, and several technology companies.
AKA vs LCUT — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $163.9M | $204.1M |
| Net Profit | $-14.5M | $18.2M |
| Gross Margin | 55.6% | 38.6% |
| Operating Margin | -6.6% | 9.8% |
| Net Margin | -8.8% | 8.9% |
| Revenue YoY | 3.1% | -5.2% |
| Net Profit YoY | -55.0% | 103.5% |
| EPS (diluted) | $-1.35 | $0.83 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $163.9M | $204.1M | ||
| Q3 25 | $147.1M | $171.9M | ||
| Q2 25 | $160.5M | $131.9M | ||
| Q1 25 | $128.7M | $140.1M | ||
| Q4 24 | $159.0M | $215.2M | ||
| Q3 24 | $149.9M | $183.8M | ||
| Q2 24 | $148.9M | $141.7M | ||
| Q1 24 | $116.8M | $142.2M |
| Q4 25 | $-14.5M | $18.2M | ||
| Q3 25 | $-5.0M | $-1.2M | ||
| Q2 25 | $-3.6M | $-39.7M | ||
| Q1 25 | $-8.3M | $-4.2M | ||
| Q4 24 | $-9.4M | $8.9M | ||
| Q3 24 | $-5.4M | $344.0K | ||
| Q2 24 | $-2.3M | $-18.2M | ||
| Q1 24 | $-8.9M | $-6.3M |
| Q4 25 | 55.6% | 38.6% | ||
| Q3 25 | 59.1% | 35.1% | ||
| Q2 25 | 57.5% | 38.6% | ||
| Q1 25 | 57.2% | 36.1% | ||
| Q4 24 | 55.9% | 37.7% | ||
| Q3 24 | 58.0% | 36.7% | ||
| Q2 24 | 57.7% | 38.5% | ||
| Q1 24 | 56.2% | 40.5% |
| Q4 25 | -6.6% | 9.8% | ||
| Q3 25 | -1.0% | 3.9% | ||
| Q2 25 | -0.3% | -28.2% | ||
| Q1 25 | -4.2% | 0.8% | ||
| Q4 24 | -1.8% | 7.2% | ||
| Q3 24 | -1.4% | 4.7% | ||
| Q2 24 | 0.4% | 0.8% | ||
| Q1 24 | -5.2% | 1.3% |
| Q4 25 | -8.8% | 8.9% | ||
| Q3 25 | -3.4% | -0.7% | ||
| Q2 25 | -2.3% | -30.1% | ||
| Q1 25 | -6.5% | -3.0% | ||
| Q4 24 | -5.9% | 4.1% | ||
| Q3 24 | -3.6% | 0.2% | ||
| Q2 24 | -1.5% | -12.8% | ||
| Q1 24 | -7.6% | -4.4% |
| Q4 25 | $-1.35 | $0.83 | ||
| Q3 25 | $-0.46 | $-0.05 | ||
| Q2 25 | $-0.34 | $-1.83 | ||
| Q1 25 | $-0.78 | $-0.19 | ||
| Q4 24 | $-0.88 | $0.41 | ||
| Q3 24 | $-0.51 | $0.02 | ||
| Q2 24 | $-0.22 | $-0.85 | ||
| Q1 24 | $-0.85 | $-0.29 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $20.3M | $4.3M |
| Total DebtLower is stronger | $111.1M | $135.0M |
| Stockholders' EquityBook value | $97.8M | $202.3M |
| Total Assets | $397.4M | $572.6M |
| Debt / EquityLower = less leverage | 1.14× | 0.67× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $20.3M | $4.3M | ||
| Q3 25 | $23.4M | $12.1M | ||
| Q2 25 | $23.1M | $12.0M | ||
| Q1 25 | $26.7M | $10.4M | ||
| Q4 24 | $24.2M | $2.9M | ||
| Q3 24 | $23.1M | $6.0M | ||
| Q2 24 | $25.5M | $3.4M | ||
| Q1 24 | $21.9M | $4.6M |
| Q4 25 | $111.1M | $135.0M | ||
| Q3 25 | $111.3M | — | ||
| Q2 25 | $108.7M | — | ||
| Q1 25 | $119.9M | — | ||
| Q4 24 | $111.7M | $142.5M | ||
| Q3 24 | — | — | ||
| Q2 24 | $106.9M | — | ||
| Q1 24 | $103.6M | — |
| Q4 25 | $97.8M | $202.3M | ||
| Q3 25 | $110.1M | $184.6M | ||
| Q2 25 | $114.1M | $185.8M | ||
| Q1 25 | $111.5M | $225.7M | ||
| Q4 24 | $117.6M | $229.9M | ||
| Q3 24 | $136.9M | $220.9M | ||
| Q2 24 | $136.6M | $219.8M | ||
| Q1 24 | $135.5M | $223.7M |
| Q4 25 | $397.4M | $572.6M | ||
| Q3 25 | $411.3M | $581.1M | ||
| Q2 25 | $410.8M | $551.9M | ||
| Q1 25 | $396.6M | $594.6M | ||
| Q4 24 | $385.2M | $634.3M | ||
| Q3 24 | $404.1M | $668.7M | ||
| Q2 24 | $388.8M | $617.0M | ||
| Q1 24 | $355.8M | $602.7M |
| Q4 25 | 1.14× | 0.67× | ||
| Q3 25 | 1.01× | — | ||
| Q2 25 | 0.95× | — | ||
| Q1 25 | 1.08× | — | ||
| Q4 24 | 0.95× | 0.62× | ||
| Q3 24 | — | — | ||
| Q2 24 | 0.78× | — | ||
| Q1 24 | 0.76× | — |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $1.7M | $3.7M |
| Free Cash FlowOCF − Capex | $-3.0M | $2.6M |
| FCF MarginFCF / Revenue | -1.9% | 1.3% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 2.9% | 0.6% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | — | 0.21× |
| TTM Free Cash FlowTrailing 4 quarters | $-633.0K | $3.3M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $1.7M | $3.7M | ||
| Q3 25 | $4.7M | $-22.2M | ||
| Q2 25 | $11.9M | $9.3M | ||
| Q1 25 | $-1.9M | $16.7M | ||
| Q4 24 | $7.0M | $20.3M | ||
| Q3 24 | $-2.1M | $-22.7M | ||
| Q2 24 | $3.5M | $10.4M | ||
| Q1 24 | $-7.7M | $10.5M |
| Q4 25 | $-3.0M | $2.6M | ||
| Q3 25 | $317.0K | $-22.7M | ||
| Q2 25 | $7.4M | $8.2M | ||
| Q1 25 | $-5.3M | $15.1M | ||
| Q4 24 | $3.1M | $19.7M | ||
| Q3 24 | $-7.1M | $-23.2M | ||
| Q2 24 | $1.5M | $9.9M | ||
| Q1 24 | $-8.4M | $9.9M |
| Q4 25 | -1.9% | 1.3% | ||
| Q3 25 | 0.2% | -13.2% | ||
| Q2 25 | 4.6% | 6.2% | ||
| Q1 25 | -4.1% | 10.8% | ||
| Q4 24 | 2.0% | 9.1% | ||
| Q3 24 | -4.7% | -12.6% | ||
| Q2 24 | 1.0% | 7.0% | ||
| Q1 24 | -7.2% | 7.0% |
| Q4 25 | 2.9% | 0.6% | ||
| Q3 25 | 3.0% | 0.3% | ||
| Q2 25 | 2.8% | 0.9% | ||
| Q1 25 | 2.7% | 1.1% | ||
| Q4 24 | 2.5% | 0.3% | ||
| Q3 24 | 3.3% | 0.3% | ||
| Q2 24 | 1.3% | 0.4% | ||
| Q1 24 | 0.6% | 0.4% |
| Q4 25 | — | 0.21× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 2.28× | ||
| Q3 24 | — | -65.89× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
AKA
Segment breakdown not available.
LCUT
| Kitchenware | $114.3M | 56% |
| Tableware | $41.7M | 20% |
| Home Solutions | $29.4M | 14% |
| Other | $18.8M | 9% |