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Side-by-side financial comparison of Allstate (ALL) and CI&T Inc (CINT). Click either name above to swap in a different company.
Allstate is the larger business by last-quarter revenue ($922.0M vs $489.6M, roughly 1.9× CI&T Inc). Allstate runs the higher net margin — 266.6% vs 8.3%, a 258.3% gap on every dollar of revenue. On growth, CI&T Inc posted the faster year-over-year revenue change (11.5% vs 7.2%).
The Allstate Corporation, together with its subsidiaries, provides property and casualty, and other insurance products in the United States and Canada. The company operates through Allstate Protection; Protection Services; Allstate Health and Benefits; and Run-off Property-Liability segments. The Allstate Protection segment offers private passenger auto and homeowners insurance; specialty auto products, including motorcycle, trailer, motor home, and off-road vehicle insurance; other personal ...
CI&T Inc is a global digital transformation service provider offering end-to-end solutions including custom software development, cloud migration, data analytics, user experience design, and AI integration. It serves clients across retail, financial services, healthcare, manufacturing sectors, with operations spanning the Americas, Europe, and Asia Pacific.
ALL vs CINT — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $922.0M | $489.6M |
| Net Profit | $2.5B | $40.6M |
| Gross Margin | — | 32.0% |
| Operating Margin | -1400.3% | 13.4% |
| Net Margin | 266.6% | 8.3% |
| Revenue YoY | 7.2% | 11.5% |
| Net Profit YoY | — | 37.7% |
| EPS (diluted) | $9.25 | $0.30 |
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 | $922.0M | — | ||
| Q4 25 | $17.3B | $489.6M | ||
| Q3 25 | $17.3B | — | ||
| Q2 25 | $16.6B | — | ||
| Q1 25 | $16.5B | — | ||
| Q4 24 | $16.5B | $439.0M | ||
| Q3 24 | $16.6B | — | ||
| Q2 24 | $15.7B | — |
| Q1 26 | $2.5B | — | ||
| Q4 25 | $3.8B | $40.6M | ||
| Q3 25 | $3.7B | — | ||
| Q2 25 | $2.1B | — | ||
| Q1 25 | $595.0M | — | ||
| Q4 24 | $1.9B | $29.5M | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $331.0M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 32.0% | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 34.2% | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | -1400.3% | — | ||
| Q4 25 | — | 13.4% | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 12.7% | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | 266.6% | — | ||
| Q4 25 | 22.1% | 8.3% | ||
| Q3 25 | 21.7% | — | ||
| Q2 25 | 12.7% | — | ||
| Q1 25 | 3.6% | — | ||
| Q4 24 | 11.7% | 6.7% | ||
| Q3 24 | 7.2% | — | ||
| Q2 24 | 2.1% | — |
| Q1 26 | $9.25 | — | ||
| Q4 25 | $14.24 | $0.30 | ||
| Q3 25 | $13.95 | — | ||
| Q2 25 | $7.76 | — | ||
| Q1 25 | $2.11 | — | ||
| Q4 24 | $7.07 | $0.22 | ||
| Q3 24 | $4.33 | — | ||
| Q2 24 | $1.13 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $47.9M |
| Total DebtLower is stronger | — | $122.6M |
| Stockholders' EquityBook value | $31.6B | $308.9M |
| Total Assets | $124.0B | $550.5M |
| Debt / EquityLower = less leverage | — | 0.40× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $4.9B | $47.9M | ||
| Q3 25 | $8.7B | — | ||
| Q2 25 | $9.6B | — | ||
| Q1 25 | $6.5B | — | ||
| Q4 24 | $4.5B | $56.6M | ||
| Q3 24 | $7.0B | — | ||
| Q2 24 | $5.3B | — |
| Q1 26 | — | — | ||
| Q4 25 | $7.5B | $122.6M | ||
| Q3 25 | $8.1B | — | ||
| Q2 25 | $8.1B | — | ||
| Q1 25 | $8.1B | — | ||
| Q4 24 | $8.1B | $138.7M | ||
| Q3 24 | $8.1B | — | ||
| Q2 24 | $8.1B | — |
| Q1 26 | $31.6B | — | ||
| Q4 25 | $30.6B | $308.9M | ||
| Q3 25 | $27.5B | — | ||
| Q2 25 | $24.0B | — | ||
| Q1 25 | $22.1B | — | ||
| Q4 24 | $21.4B | $280.1M | ||
| Q3 24 | $20.9B | — | ||
| Q2 24 | $18.6B | — |
| Q1 26 | $124.0B | — | ||
| Q4 25 | $119.8B | $550.5M | ||
| Q3 25 | $120.4B | — | ||
| Q2 25 | $115.9B | — | ||
| Q1 25 | $115.2B | — | ||
| Q4 24 | $111.6B | $526.4M | ||
| Q3 24 | $113.7B | — | ||
| Q2 24 | $108.4B | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.24× | 0.40× | ||
| Q3 25 | 0.29× | — | ||
| Q2 25 | 0.34× | — | ||
| Q1 25 | 0.37× | — | ||
| Q4 24 | 0.38× | 0.50× | ||
| Q3 24 | 0.39× | — | ||
| Q2 24 | 0.43× | — |
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 | — | $60.6M |
| Free Cash FlowOCF − Capex | — | $45.8M |
| FCF MarginFCF / Revenue | — | 9.4% |
| Capex IntensityCapex / Revenue | — | 3.0% |
| Cash ConversionOCF / Net Profit | — | 1.49× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $3.0B | $60.6M | ||
| Q3 25 | $3.3B | — | ||
| Q2 25 | $1.9B | — | ||
| Q1 25 | $2.0B | — | ||
| Q4 24 | $1.7B | $69.0M | ||
| Q3 24 | $3.2B | — | ||
| Q2 24 | $2.4B | — |
| Q1 26 | — | — | ||
| Q4 25 | $2.9B | $45.8M | ||
| Q3 25 | $3.2B | — | ||
| Q2 25 | $1.9B | — | ||
| Q1 25 | $1.9B | — | ||
| Q4 24 | $1.7B | $58.4M | ||
| Q3 24 | $3.1B | — | ||
| Q2 24 | $2.3B | — |
| Q1 26 | — | — | ||
| Q4 25 | 16.7% | 9.4% | ||
| Q3 25 | 18.8% | — | ||
| Q2 25 | 11.3% | — | ||
| Q1 25 | 11.4% | — | ||
| Q4 24 | 10.0% | 13.3% | ||
| Q3 24 | 18.9% | — | ||
| Q2 24 | 14.7% | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.5% | 3.0% | ||
| Q3 25 | 0.3% | — | ||
| Q2 25 | 0.0% | — | ||
| Q1 25 | 0.6% | — | ||
| Q4 24 | 0.3% | 2.4% | ||
| Q3 24 | 0.4% | — | ||
| Q2 24 | 0.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.78× | 1.49× | ||
| Q3 25 | 0.88× | — | ||
| Q2 25 | 0.89× | — | ||
| Q1 25 | 3.30× | — | ||
| Q4 24 | 0.88× | 2.34× | ||
| Q3 24 | 2.69× | — | ||
| Q2 24 | 7.13× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
