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Side-by-side financial comparison of Apple Hospitality REIT, Inc. (APLE) and CASELLA WASTE SYSTEMS INC (CWST). Click either name above to swap in a different company.
CASELLA WASTE SYSTEMS INC is the larger business by last-quarter revenue ($557.2M vs $337.7M, roughly 1.6× Apple Hospitality REIT, Inc.). Apple Hospitality REIT, Inc. runs the higher net margin — 8.2% vs -1.0%, a 9.2% gap on every dollar of revenue. On growth, CASELLA WASTE SYSTEMS INC posted the faster year-over-year revenue change (9.6% vs 3.1%). Over the past eight quarters, CASELLA WASTE SYSTEMS INC's revenue compounded faster (21.5% CAGR vs -6.9%).
Ryman Hospitality Properties, Inc. is a hotel, resort, entertainment, and media company named for one of its assets: the Ryman Auditorium, a National Historic Landmark in Nashville, Tennessee. The company's legal lineage can be traced back to its time as a subsidiary of Edward Gaylord's Oklahoma Publishing Company; however, the backbone of the modern entity was formed with the company's acquisition of WSM, Inc. in 1983. This purchase resulted in the ownership of the Grand Ole Opry and associa...
Casella Waste Systems, Inc. is a waste management company based in Rutland, Vermont, United States. Founded in 1975 with a single truck, Casella is a regional, vertically integrated solid waste services company. Casella provides resource management expertise and services to residential, commercial, municipal and industrial customers, primarily in the areas of solid waste collection and disposal, transfer, recycling and organics services. The company provides integrated solid waste services in...
APLE vs CWST — Head-to-Head
Income Statement — Q1 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $337.7M | $557.2M |
| Net Profit | $27.7M | $-5.5M |
| Gross Margin | — | — |
| Operating Margin | 14.2% | 0.9% |
| Net Margin | 8.2% | -1.0% |
| Revenue YoY | 3.1% | 9.6% |
| Net Profit YoY | 12.7% | -15.2% |
| EPS (diluted) | $0.12 | $-0.09 |
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 | $337.7M | $557.2M | ||
| Q4 25 | $326.4M | $469.1M | ||
| Q3 25 | $373.9M | $485.4M | ||
| Q2 25 | $384.4M | $465.3M | ||
| Q1 25 | $327.7M | $417.1M | ||
| Q4 24 | $333.0M | $427.5M | ||
| Q3 24 | $378.8M | $411.6M | ||
| Q2 24 | $390.1M | $377.2M |
| Q1 26 | $27.7M | $-5.5M | ||
| Q4 25 | $29.6M | $-2.5M | ||
| Q3 25 | $50.9M | $10.0M | ||
| Q2 25 | $63.6M | $5.2M | ||
| Q1 25 | $31.2M | $-4.8M | ||
| Q4 24 | $29.8M | $4.9M | ||
| Q3 24 | $56.3M | $5.8M | ||
| Q2 24 | $73.9M | $7.0M |
| Q1 26 | — | — | ||
| Q4 25 | 37.2% | 33.3% | ||
| Q3 25 | 40.6% | 35.0% | ||
| Q2 25 | 42.6% | 33.8% | ||
| Q1 25 | 39.0% | 32.8% | ||
| Q4 24 | 38.6% | 33.2% | ||
| Q3 24 | 41.9% | 35.1% | ||
| Q2 24 | 44.6% | 35.4% |
| Q1 26 | 14.2% | 0.9% | ||
| Q4 25 | 15.2% | 2.5% | ||
| Q3 25 | 19.4% | 6.1% | ||
| Q2 25 | 22.1% | 4.1% | ||
| Q1 25 | 15.5% | 0.8% | ||
| Q4 24 | 15.0% | 4.3% | ||
| Q3 24 | 20.5% | 5.9% | ||
| Q2 24 | 24.0% | 6.1% |
| Q1 26 | 8.2% | -1.0% | ||
| Q4 25 | 9.1% | -0.5% | ||
| Q3 25 | 13.6% | 2.1% | ||
| Q2 25 | 16.6% | 1.1% | ||
| Q1 25 | 9.5% | -1.2% | ||
| Q4 24 | 9.0% | 1.1% | ||
| Q3 24 | 14.9% | 1.4% | ||
| Q2 24 | 19.0% | 1.9% |
| Q1 26 | $0.12 | $-0.09 | ||
| Q4 25 | $0.13 | $-0.04 | ||
| Q3 25 | $0.21 | $0.16 | ||
| Q2 25 | $0.27 | $0.08 | ||
| Q1 25 | $0.13 | $-0.08 | ||
| Q4 24 | $0.13 | $0.08 | ||
| Q3 24 | $0.23 | $0.10 | ||
| Q2 24 | $0.31 | $0.12 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $7.8M | $126.9M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $3.1B | $1.6B |
| Total Assets | $4.9B | $3.3B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $7.8M | $126.9M | ||
| Q4 25 | $8.5M | $123.8M | ||
| Q3 25 | $50.3M | $192.7M | ||
| Q2 25 | $7.9M | $217.8M | ||
| Q1 25 | $14.9M | $267.7M | ||
| Q4 24 | $10.3M | $358.3M | ||
| Q3 24 | $6.1M | $519.0M | ||
| Q2 24 | $7.2M | $208.5M |
| Q1 26 | — | — | ||
| Q4 25 | $1.5B | $1.1B | ||
| Q3 25 | $1.5B | $1.1B | ||
| Q2 25 | $1.5B | $1.1B | ||
| Q1 25 | $1.5B | $1.1B | ||
| Q4 24 | $1.5B | $1.1B | ||
| Q3 24 | $1.5B | $1.0B | ||
| Q2 24 | $1.5B | $976.6M |
| Q1 26 | $3.1B | $1.6B | ||
| Q4 25 | $3.1B | $1.6B | ||
| Q3 25 | $3.2B | $1.6B | ||
| Q2 25 | $3.2B | $1.6B | ||
| Q1 25 | $3.2B | $1.5B | ||
| Q4 24 | $3.3B | $1.6B | ||
| Q3 24 | $3.3B | $1.5B | ||
| Q2 24 | $3.3B | $1.0B |
| Q1 26 | $4.9B | $3.3B | ||
| Q4 25 | $4.9B | $3.3B | ||
| Q3 25 | $4.9B | $3.3B | ||
| Q2 25 | $4.9B | $3.3B | ||
| Q1 25 | $4.9B | $3.2B | ||
| Q4 24 | $5.0B | $3.2B | ||
| Q3 24 | $5.0B | $3.1B | ||
| Q2 24 | $5.1B | $2.5B |
| Q1 26 | — | — | ||
| Q4 25 | 0.49× | 0.72× | ||
| Q3 25 | 0.47× | 0.72× | ||
| Q2 25 | 0.48× | 0.72× | ||
| Q1 25 | 0.48× | 0.72× | ||
| Q4 24 | 0.45× | 0.70× | ||
| Q3 24 | 0.46× | 0.68× | ||
| Q2 24 | 0.46× | 0.94× |
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 | — | $62.3M |
| Free Cash FlowOCF − Capex | — | $30.7M |
| FCF MarginFCF / Revenue | — | 5.5% |
| Capex IntensityCapex / Revenue | — | 9.0% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $120.7M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $62.3M | ||
| Q4 25 | $370.2M | $96.6M | ||
| Q3 25 | $126.4M | $93.6M | ||
| Q2 25 | $108.8M | $89.5M | ||
| Q1 25 | $49.1M | $50.1M | ||
| Q4 24 | $405.4M | $109.8M | ||
| Q3 24 | $128.2M | $91.8M | ||
| Q2 24 | $127.3M | $72.1M |
| Q1 26 | — | $30.7M | ||
| Q4 25 | $282.0M | $39.3M | ||
| Q3 25 | $109.0M | $27.6M | ||
| Q2 25 | $96.2M | $23.1M | ||
| Q1 25 | $29.5M | $-5.4M | ||
| Q4 24 | $327.1M | $32.9M | ||
| Q3 24 | $113.1M | $40.4M | ||
| Q2 24 | $115.0M | $27.5M |
| Q1 26 | — | 5.5% | ||
| Q4 25 | 86.4% | 8.4% | ||
| Q3 25 | 29.2% | 5.7% | ||
| Q2 25 | 25.0% | 5.0% | ||
| Q1 25 | 9.0% | -1.3% | ||
| Q4 24 | 98.2% | 7.7% | ||
| Q3 24 | 29.9% | 9.8% | ||
| Q2 24 | 29.5% | 7.3% |
| Q1 26 | — | 9.0% | ||
| Q4 25 | 27.0% | 12.2% | ||
| Q3 25 | 4.7% | 13.6% | ||
| Q2 25 | 3.3% | 14.3% | ||
| Q1 25 | 6.0% | 13.3% | ||
| Q4 24 | 23.5% | 18.0% | ||
| Q3 24 | 4.0% | 12.5% | ||
| Q2 24 | 3.2% | 11.8% |
| Q1 26 | — | — | ||
| Q4 25 | 12.50× | — | ||
| Q3 25 | 2.49× | 9.37× | ||
| Q2 25 | 1.71× | 17.19× | ||
| Q1 25 | 1.57× | — | ||
| Q4 24 | 13.59× | 22.51× | ||
| Q3 24 | 2.28× | 15.91× | ||
| Q2 24 | 1.72× | 10.29× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
APLE
| Comparable Hotels Total Revenue | $336.9M | 100% |
| RevPAR (Comparable Hotels) | $114.6K | 0% |
CWST
| Collection | $334.8M | 60% |
| Transfer station | $65.9M | 12% |
| Processing (ii) | $49.0M | 9% |
| Landfill | $48.0M | 9% |
| National Accounts (ii) | $45.6M | 8% |
| Transportation | $8.2M | 1% |
| Landfill gas-to-energy | $2.9M | 1% |
