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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and COMERICA INC (CMA). Click either name above to swap in a different company.
Ardent Health, Inc. is the larger business by last-quarter revenue ($1.6B vs $838.0M, roughly 1.9× COMERICA INC). COMERICA INC runs the higher net margin — 21.0% vs 2.8%, a 18.2% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
Comerica Incorporated is an American financial services company, headquartered in Dallas, Texas. It is the parent of Comerica Bank, a regional commercial bank with 413 branches in the U.S. states of Texas, Michigan, California, Florida and Arizona. Comerica is among the largest U.S. financial holding companies, with offices in a number of U.S. cities.
ARDT vs CMA — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $838.0M |
| Net Profit | $45.0M | $176.0M |
| Gross Margin | — | — |
| Operating Margin | 5.8% | — |
| Net Margin | 2.8% | 21.0% |
| Revenue YoY | — | 3.3% |
| Net Profit YoY | — | -4.3% |
| EPS (diluted) | $0.32 | $1.35 |
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 | — | ||
| Q3 25 | $1.6B | $838.0M | ||
| Q2 25 | $1.6B | $849.0M | ||
| Q1 25 | $1.5B | $829.0M | ||
| Q4 24 | — | $825.0M | ||
| Q3 24 | $1.4B | $811.0M | ||
| Q2 24 | $1.5B | $824.0M | ||
| Q1 24 | — | $784.0M |
| Q4 25 | $45.0M | — | ||
| Q3 25 | $-23.5M | $176.0M | ||
| Q2 25 | $73.0M | $199.0M | ||
| Q1 25 | $41.4M | $172.0M | ||
| Q4 24 | — | $170.0M | ||
| Q3 24 | $26.3M | $184.0M | ||
| Q2 24 | $42.8M | $206.0M | ||
| Q1 24 | — | $138.0M |
| 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% | — | ||
| Q3 25 | -1.5% | 21.0% | ||
| Q2 25 | 4.4% | 23.4% | ||
| Q1 25 | 2.8% | 20.7% | ||
| Q4 24 | — | 20.6% | ||
| Q3 24 | 1.8% | 22.7% | ||
| Q2 24 | 2.9% | 25.0% | ||
| Q1 24 | — | 17.6% |
| Q4 25 | $0.32 | — | ||
| Q3 25 | $-0.17 | $1.35 | ||
| Q2 25 | $0.52 | $1.42 | ||
| Q1 25 | $0.29 | $1.25 | ||
| Q4 24 | — | $1.22 | ||
| Q3 24 | $0.19 | $1.33 | ||
| Q2 24 | $0.34 | $1.49 | ||
| Q1 24 | — | $0.98 |
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 | — |
| Total DebtLower is stronger | $1.1B | $5.4B |
| Stockholders' EquityBook value | $1.3B | $7.4B |
| Total Assets | $5.3B | $77.4B |
| Debt / EquityLower = less leverage | 0.84× | 0.73× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $709.6M | — | ||
| Q3 25 | $609.4M | — | ||
| Q2 25 | $540.6M | — | ||
| Q1 25 | $495.0M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $563.1M | — | ||
| Q2 24 | $334.5M | — | ||
| Q1 24 | — | — |
| Q4 25 | $1.1B | — | ||
| Q3 25 | $1.1B | $5.4B | ||
| Q2 25 | $1.1B | $5.8B | ||
| Q1 25 | $1.1B | $5.7B | ||
| Q4 24 | — | $6.7B | ||
| Q3 24 | $1.1B | $6.8B | ||
| Q2 24 | $1.1B | $7.1B | ||
| Q1 24 | — | $7.1B |
| Q4 25 | $1.3B | — | ||
| Q3 25 | $1.2B | $7.4B | ||
| Q2 25 | $1.3B | $6.9B | ||
| Q1 25 | $1.2B | $7.1B | ||
| Q4 24 | — | $6.5B | ||
| Q3 24 | $1.0B | $7.4B | ||
| Q2 24 | $739.9M | $6.2B | ||
| Q1 24 | — | $6.0B |
| Q4 25 | $5.3B | — | ||
| Q3 25 | $5.2B | $77.4B | ||
| Q2 25 | $5.0B | $78.0B | ||
| Q1 25 | $4.9B | $77.6B | ||
| Q4 24 | — | $79.3B | ||
| Q3 24 | $4.8B | $79.7B | ||
| Q2 24 | $4.6B | $79.6B | ||
| Q1 24 | — | $79.4B |
| Q4 25 | 0.84× | — | ||
| Q3 25 | 0.88× | 0.73× | ||
| Q2 25 | 0.87× | 0.84× | ||
| Q1 25 | 0.93× | 0.81× | ||
| Q4 24 | — | 1.02× | ||
| Q3 24 | 1.08× | 0.92× | ||
| Q2 24 | 1.46× | 1.15× | ||
| Q1 24 | — | 1.18× |
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 | $-270.0M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 4.97× | -1.53× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $223.4M | — | ||
| Q3 25 | $154.4M | $-270.0M | ||
| Q2 25 | $117.5M | $476.0M | ||
| Q1 25 | $-24.8M | $273.0M | ||
| Q4 24 | — | $601.0M | ||
| Q3 24 | $89.7M | $1.0B | ||
| Q2 24 | — | $111.0M | ||
| Q1 24 | — | $-205.0M |
| Q4 25 | 4.97× | — | ||
| Q3 25 | — | -1.53× | ||
| Q2 25 | 1.61× | 2.39× | ||
| Q1 25 | -0.60× | 1.59× | ||
| Q4 24 | — | 3.54× | ||
| Q3 24 | 3.41× | 5.70× | ||
| Q2 24 | — | 0.54× | ||
| Q1 24 | — | -1.49× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
