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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and BNY Mellon (BK). Click either name above to swap in a different company.
Ardent Health, Inc. is the larger business by last-quarter revenue ($1.6B vs $1.3B, roughly 1.2× BNY Mellon). BNY Mellon runs the higher net margin — 108.5% vs 2.8%, a 105.7% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
The Bank of New York Mellon Corporation, commonly known as BNY or by its prior brand name BNY Mellon, is an American international financial services company headquartered in New York City. It was established in its current form in July 2007 by the merger of the Bank of New York and Mellon Financial Corporation.
ARDT vs BK — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $1.3B |
| Net Profit | $45.0M | $1.5B |
| Gross Margin | — | — |
| Operating Margin | 5.8% | — |
| Net Margin | 2.8% | 108.5% |
| Revenue YoY | — | 12.7% |
| Net Profit YoY | — | 26.5% |
| EPS (diluted) | $0.32 | $2.01 |
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 | $1.6B | $1.3B | ||
| Q3 25 | $1.6B | $1.2B | ||
| Q2 25 | $1.6B | $1.2B | ||
| Q1 25 | $1.5B | $1.2B | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | $1.4B | $1.0B | ||
| Q2 24 | $1.5B | $1.0B | ||
| Q1 24 | — | $1.0B |
| Q4 25 | $45.0M | $1.5B | ||
| Q3 25 | $-23.5M | $1.4B | ||
| Q2 25 | $73.0M | $1.4B | ||
| Q1 25 | $41.4M | $1.2B | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | $26.3M | $1.2B | ||
| Q2 24 | $42.8M | $1.2B | ||
| Q1 24 | — | $1.0B |
| Q4 25 | 5.8% | — | ||
| Q3 25 | -0.1% | — | ||
| Q2 25 | 7.4% | — | ||
| Q1 25 | 5.0% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 3.9% | — | ||
| Q2 24 | 5.6% | — | ||
| Q1 24 | — | — |
| Q4 25 | 2.8% | 108.5% | ||
| Q3 25 | -1.5% | 116.9% | ||
| Q2 25 | 4.4% | 118.3% | ||
| Q1 25 | 2.8% | 105.3% | ||
| Q4 24 | — | 96.7% | ||
| Q3 24 | 1.8% | 112.8% | ||
| Q2 24 | 2.9% | 113.4% | ||
| Q1 24 | — | 98.6% |
| Q4 25 | $0.32 | $2.01 | ||
| Q3 25 | $-0.17 | $1.88 | ||
| Q2 25 | $0.52 | $1.93 | ||
| Q1 25 | $0.29 | $1.58 | ||
| Q4 24 | — | $1.53 | ||
| Q3 24 | $0.19 | $1.50 | ||
| Q2 24 | $0.34 | $1.52 | ||
| Q1 24 | — | $1.25 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $709.6M | $5.1B |
| Total DebtLower is stronger | $1.1B | $31.9B |
| Stockholders' EquityBook value | $1.3B | $44.3B |
| Total Assets | $5.3B | $472.3B |
| Debt / EquityLower = less leverage | 0.84× | 0.72× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $709.6M | $5.1B | ||
| Q3 25 | $609.4M | $5.1B | ||
| Q2 25 | $540.6M | $5.7B | ||
| Q1 25 | $495.0M | $5.4B | ||
| Q4 24 | — | $4.2B | ||
| Q3 24 | $563.1M | $6.2B | ||
| Q2 24 | $334.5M | $5.3B | ||
| Q1 24 | — | $5.3B |
| Q4 25 | $1.1B | $31.9B | ||
| Q3 25 | $1.1B | $32.3B | ||
| Q2 25 | $1.1B | $33.4B | ||
| Q1 25 | $1.1B | $30.9B | ||
| Q4 24 | — | $30.9B | ||
| Q3 24 | $1.1B | $33.2B | ||
| Q2 24 | $1.1B | $30.9B | ||
| Q1 24 | — | $32.4B |
| Q4 25 | $1.3B | $44.3B | ||
| Q3 25 | $1.2B | $43.9B | ||
| Q2 25 | $1.3B | $44.0B | ||
| Q1 25 | $1.2B | $43.1B | ||
| Q4 24 | — | $41.3B | ||
| Q3 24 | $1.0B | $42.0B | ||
| Q2 24 | $739.9M | $40.8B | ||
| Q1 24 | — | $40.6B |
| Q4 25 | $5.3B | $472.3B | ||
| Q3 25 | $5.2B | $455.3B | ||
| Q2 25 | $5.0B | $485.8B | ||
| Q1 25 | $4.9B | $440.7B | ||
| Q4 24 | — | $416.1B | ||
| Q3 24 | $4.8B | $427.5B | ||
| Q2 24 | $4.6B | $428.5B | ||
| Q1 24 | — | $434.7B |
| Q4 25 | 0.84× | 0.72× | ||
| Q3 25 | 0.88× | 0.74× | ||
| Q2 25 | 0.87× | 0.76× | ||
| Q1 25 | 0.93× | 0.72× | ||
| Q4 24 | — | 0.75× | ||
| Q3 24 | 1.08× | 0.79× | ||
| Q2 24 | 1.46× | 0.76× | ||
| Q1 24 | — | 0.80× |
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 | $223.4M | $5.2B |
| Free Cash FlowOCF − Capex | — | $4.7B |
| FCF MarginFCF / Revenue | — | 352.8% |
| Capex IntensityCapex / Revenue | — | 32.4% |
| Cash ConversionOCF / Net Profit | 4.97× | 3.55× |
| TTM Free Cash FlowTrailing 4 quarters | — | $5.2B |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $223.4M | $5.2B | ||
| Q3 25 | $154.4M | $-1.1B | ||
| Q2 25 | $117.5M | $2.2B | ||
| Q1 25 | $-24.8M | $412.0M | ||
| Q4 24 | — | $1.6B | ||
| Q3 24 | $89.7M | $-312.0M | ||
| Q2 24 | — | $2.1B | ||
| Q1 24 | — | $-2.7B |
| Q4 25 | — | $4.7B | ||
| Q3 25 | — | $-1.5B | ||
| Q2 25 | — | $1.8B | ||
| Q1 25 | — | $92.0M | ||
| Q4 24 | — | $1.1B | ||
| Q3 24 | — | $-687.0M | ||
| Q2 24 | — | $1.7B | ||
| Q1 24 | — | $-3.0B |
| Q4 25 | — | 352.8% | ||
| Q3 25 | — | -121.5% | ||
| Q2 25 | — | 152.8% | ||
| Q1 25 | — | 7.9% | ||
| Q4 24 | — | 95.2% | ||
| Q3 24 | — | -65.6% | ||
| Q2 24 | — | 169.6% | ||
| Q1 24 | — | -286.4% |
| Q4 25 | — | 32.4% | ||
| Q3 25 | — | 35.4% | ||
| Q2 25 | — | 29.8% | ||
| Q1 25 | — | 27.6% | ||
| Q4 24 | — | 34.6% | ||
| Q3 24 | — | 35.8% | ||
| Q2 24 | — | 37.1% | ||
| Q1 24 | — | 28.7% |
| Q4 25 | 4.97× | 3.55× | ||
| Q3 25 | — | -0.74× | ||
| Q2 25 | 1.61× | 1.54× | ||
| Q1 25 | -0.60× | 0.34× | ||
| Q4 24 | — | 1.34× | ||
| Q3 24 | 3.41× | -0.26× | ||
| Q2 24 | — | 1.82× | ||
| Q1 24 | — | -2.61× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
