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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and Digital Realty (DLR). Click either name above to swap in a different company.
Digital Realty is the larger business by last-quarter revenue ($1.6B vs $1.6B, roughly 1.0× Ardent Health, Inc.). Digital Realty runs the higher net margin — 6.0% vs 2.8%, a 3.2% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
Digital Realty is a real estate investment trust that owns, operates and invests in carrier-neutral data centers across the world. The company offers data center, colocation, and interconnection services.
ARDT vs DLR — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $1.6B |
| Net Profit | $45.0M | $98.6M |
| Gross Margin | — | — |
| Operating Margin | 5.8% | 6.9% |
| Net Margin | 2.8% | 6.0% |
| Revenue YoY | — | 16.1% |
| Net Profit YoY | — | -10.3% |
| EPS (diluted) | $0.32 | $0.22 |
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 | — | $1.6B | ||
| Q4 25 | $1.6B | $1.6B | ||
| Q3 25 | $1.6B | $1.6B | ||
| Q2 25 | $1.6B | $1.5B | ||
| Q1 25 | $1.5B | $1.4B | ||
| Q4 24 | — | $1.4B | ||
| Q3 24 | $1.4B | $1.4B | ||
| Q2 24 | $1.5B | $1.4B |
| Q1 26 | — | $98.6M | ||
| Q4 25 | $45.0M | $98.6M | ||
| Q3 25 | $-23.5M | $67.8M | ||
| Q2 25 | $73.0M | $1.0B | ||
| Q1 25 | $41.4M | $110.0M | ||
| Q4 24 | — | $189.6M | ||
| Q3 24 | $26.3M | $51.2M | ||
| Q2 24 | $42.8M | $80.2M |
| Q1 26 | — | 6.9% | ||
| Q4 25 | 5.8% | 6.9% | ||
| Q3 25 | -0.1% | 8.8% | ||
| Q2 25 | 7.4% | 14.2% | ||
| Q1 25 | 5.0% | 13.9% | ||
| Q4 24 | — | 10.1% | ||
| Q3 24 | 3.9% | 11.8% | ||
| Q2 24 | 5.6% | 0.7% |
| Q1 26 | — | 6.0% | ||
| Q4 25 | 2.8% | 6.0% | ||
| Q3 25 | -1.5% | 4.3% | ||
| Q2 25 | 4.4% | 69.1% | ||
| Q1 25 | 2.8% | 7.8% | ||
| Q4 24 | — | 13.2% | ||
| Q3 24 | 1.8% | 3.6% | ||
| Q2 24 | 2.9% | 5.9% |
| Q1 26 | — | $0.22 | ||
| Q4 25 | $0.32 | $0.22 | ||
| Q3 25 | $-0.17 | $0.15 | ||
| Q2 25 | $0.52 | $2.94 | ||
| Q1 25 | $0.29 | $0.27 | ||
| Q4 24 | — | $0.50 | ||
| Q3 24 | $0.19 | $0.09 | ||
| Q2 24 | $0.34 | $0.20 |
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 | $3.5B |
| Total DebtLower is stronger | $1.1B | — |
| Stockholders' EquityBook value | $1.3B | $22.9B |
| Total Assets | $5.3B | $49.4B |
| Debt / EquityLower = less leverage | 0.84× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $3.5B | ||
| Q4 25 | $709.6M | $3.5B | ||
| Q3 25 | $609.4M | $3.3B | ||
| Q2 25 | $540.6M | $3.6B | ||
| Q1 25 | $495.0M | $2.3B | ||
| Q4 24 | — | $3.9B | ||
| Q3 24 | $563.1M | $2.2B | ||
| Q2 24 | $334.5M | $2.3B |
| Q1 26 | — | — | ||
| Q4 25 | $1.1B | — | ||
| Q3 25 | $1.1B | — | ||
| Q2 25 | $1.1B | — | ||
| Q1 25 | $1.1B | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $1.1B | — | ||
| Q2 24 | $1.1B | — |
| Q1 26 | — | $22.9B | ||
| Q4 25 | $1.3B | $22.9B | ||
| Q3 25 | $1.2B | $23.0B | ||
| Q2 25 | $1.3B | $22.9B | ||
| Q1 25 | $1.2B | $21.3B | ||
| Q4 24 | — | $21.3B | ||
| Q3 24 | $1.0B | $21.2B | ||
| Q2 24 | $739.9M | $20.5B |
| Q1 26 | — | $49.4B | ||
| Q4 25 | $5.3B | $49.4B | ||
| Q3 25 | $5.2B | $48.7B | ||
| Q2 25 | $5.0B | $48.7B | ||
| Q1 25 | $4.9B | $45.1B | ||
| Q4 24 | — | $45.3B | ||
| Q3 24 | $4.8B | $45.3B | ||
| Q2 24 | $4.6B | $43.6B |
| Q1 26 | — | — | ||
| Q4 25 | 0.84× | — | ||
| Q3 25 | 0.88× | — | ||
| Q2 25 | 0.87× | — | ||
| Q1 25 | 0.93× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 1.08× | — | ||
| Q2 24 | 1.46× | — |
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 | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 4.97× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $223.4M | $719.0M | ||
| Q3 25 | $154.4M | $652.9M | ||
| Q2 25 | $117.5M | $641.2M | ||
| Q1 25 | $-24.8M | $399.1M | ||
| Q4 24 | — | $769.5M | ||
| Q3 24 | $89.7M | $566.5M | ||
| Q2 24 | — | $573.2M |
| Q1 26 | — | — | ||
| Q4 25 | 4.97× | 7.29× | ||
| Q3 25 | — | 9.63× | ||
| Q2 25 | 1.61× | 0.62× | ||
| Q1 25 | -0.60× | 3.63× | ||
| Q4 24 | — | 4.06× | ||
| Q3 24 | 3.41× | 11.07× | ||
| Q2 24 | — | 7.15× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
