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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and Graham Holdings Co (GHC). 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 1.3× Graham Holdings Co). Graham Holdings Co runs the higher net margin — 8.7% vs 2.8%, a 5.9% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
Graham Holdings Company is a diversified American conglomerate holding company. Headquartered in Arlington County, Virginia, and incorporated in Delaware, it was formerly the owner of The Washington Post newspaper and Newsweek magazine.
ARDT vs GHC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $1.3B |
| Net Profit | $45.0M | $108.7M |
| Gross Margin | — | — |
| Operating Margin | 5.8% | 3.8% |
| Net Margin | 2.8% | 8.7% |
| Revenue YoY | — | 0.4% |
| Net Profit YoY | — | -80.2% |
| EPS (diluted) | $0.32 | $24.76 |
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 | $1.3B | ||
| Q2 25 | $1.6B | $1.2B | ||
| Q1 25 | $1.5B | $1.2B | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | $1.4B | $1.2B | ||
| Q2 24 | $1.5B | $1.2B | ||
| Q1 24 | — | $1.2B |
| Q4 25 | $45.0M | $108.7M | ||
| Q3 25 | $-23.5M | $122.9M | ||
| Q2 25 | $73.0M | $36.7M | ||
| Q1 25 | $41.4M | $23.9M | ||
| Q4 24 | — | $548.8M | ||
| Q3 24 | $26.3M | $72.5M | ||
| Q2 24 | $42.8M | $-21.0M | ||
| Q1 24 | — | $124.4M |
| Q4 25 | 5.8% | 3.8% | ||
| Q3 25 | -0.1% | 5.2% | ||
| Q2 25 | 7.4% | 6.0% | ||
| Q1 25 | 5.0% | 4.1% | ||
| Q4 24 | — | 5.8% | ||
| Q3 24 | 3.9% | 6.8% | ||
| Q2 24 | 5.6% | 2.2% | ||
| Q1 24 | — | 3.1% |
| Q4 25 | 2.8% | 8.7% | ||
| Q3 25 | -1.5% | 9.6% | ||
| Q2 25 | 4.4% | 3.0% | ||
| Q1 25 | 2.8% | 2.0% | ||
| Q4 24 | — | 44.1% | ||
| Q3 24 | 1.8% | 6.0% | ||
| Q2 24 | 2.9% | -1.8% | ||
| Q1 24 | — | 10.8% |
| Q4 25 | $0.32 | $24.76 | ||
| Q3 25 | $-0.17 | $27.91 | ||
| Q2 25 | $0.52 | $8.35 | ||
| Q1 25 | $0.29 | $5.45 | ||
| Q4 24 | — | $124.05 | ||
| Q3 24 | $0.19 | $16.42 | ||
| Q2 24 | $0.34 | $-4.79 | ||
| Q1 24 | — | $27.72 |
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 | $267.0M |
| Total DebtLower is stronger | $1.1B | — |
| Stockholders' EquityBook value | $1.3B | $4.8B |
| Total Assets | $5.3B | $8.4B |
| Debt / EquityLower = less leverage | 0.84× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $709.6M | $267.0M | ||
| Q3 25 | $609.4M | $190.8M | ||
| Q2 25 | $540.6M | $176.2M | ||
| Q1 25 | $495.0M | $156.7M | ||
| Q4 24 | — | $260.9M | ||
| Q3 24 | $563.1M | $244.4M | ||
| Q2 24 | $334.5M | $140.7M | ||
| Q1 24 | — | $130.9M |
| 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 24 | — | — |
| Q4 25 | $1.3B | $4.8B | ||
| Q3 25 | $1.2B | $4.5B | ||
| Q2 25 | $1.3B | $4.4B | ||
| Q1 25 | $1.2B | $4.3B | ||
| Q4 24 | — | $4.3B | ||
| Q3 24 | $1.0B | $4.0B | ||
| Q2 24 | $739.9M | $4.0B | ||
| Q1 24 | — | $4.0B |
| Q4 25 | $5.3B | $8.4B | ||
| Q3 25 | $5.2B | $7.9B | ||
| Q2 25 | $5.0B | $7.6B | ||
| Q1 25 | $4.9B | $7.6B | ||
| Q4 24 | — | $7.7B | ||
| Q3 24 | $4.8B | $7.4B | ||
| Q2 24 | $4.6B | $7.2B | ||
| Q1 24 | — | $7.3B |
| 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× | — | ||
| Q1 24 | — | — |
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 | $28.3M |
| Free Cash FlowOCF − Capex | — | $5.0M |
| FCF MarginFCF / Revenue | — | 0.4% |
| Capex IntensityCapex / Revenue | — | 1.9% |
| Cash ConversionOCF / Net Profit | 4.97× | 0.26× |
| TTM Free Cash FlowTrailing 4 quarters | — | $275.3M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $223.4M | $28.3M | ||
| Q3 25 | $154.4M | $178.1M | ||
| Q2 25 | $117.5M | $94.8M | ||
| Q1 25 | $-24.8M | $46.0M | ||
| Q4 24 | — | $116.3M | ||
| Q3 24 | $89.7M | $237.6M | ||
| Q2 24 | — | $52.0M | ||
| Q1 24 | — | $1.1M |
| Q4 25 | — | $5.0M | ||
| Q3 25 | — | $161.8M | ||
| Q2 25 | — | $78.0M | ||
| Q1 25 | — | $30.5M | ||
| Q4 24 | — | $91.1M | ||
| Q3 24 | — | $219.4M | ||
| Q2 24 | — | $33.7M | ||
| Q1 24 | — | $-20.2M |
| Q4 25 | — | 0.4% | ||
| Q3 25 | — | 12.6% | ||
| Q2 25 | — | 6.4% | ||
| Q1 25 | — | 2.6% | ||
| Q4 24 | — | 7.3% | ||
| Q3 24 | — | 18.2% | ||
| Q2 24 | — | 2.8% | ||
| Q1 24 | — | -1.8% |
| Q4 25 | — | 1.9% | ||
| Q3 25 | — | 1.3% | ||
| Q2 25 | — | 1.4% | ||
| Q1 25 | — | 1.3% | ||
| Q4 24 | — | 2.0% | ||
| Q3 24 | — | 1.5% | ||
| Q2 24 | — | 1.5% | ||
| Q1 24 | — | 1.8% |
| Q4 25 | 4.97× | 0.26× | ||
| Q3 25 | — | 1.45× | ||
| Q2 25 | 1.61× | 2.58× | ||
| Q1 25 | -0.60× | 1.93× | ||
| Q4 24 | — | 0.21× | ||
| Q3 24 | 3.41× | 3.28× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 0.01× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
ARDT
Segment breakdown not available.
GHC
| Products | $602.7M | 48% |
| Kaplan International | $251.9M | 20% |
| Manufacturing | $117.8M | 9% |
| Television Broadcasting | $110.5M | 9% |
| Higher Education | $83.8M | 7% |
| Supplemental Education | $74.9M | 6% |
| Related Party | $4.4M | 0% |
