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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and Nextpower Inc. (NXT). Click either name above to swap in a different company.
Ardent Health, Inc. is the larger business by last-quarter revenue ($1.6B vs $909.4M, roughly 1.8× Nextpower Inc.). Nextpower Inc. runs the higher net margin — 14.4% vs 2.8%, a 11.6% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
Nextpower Inc. (NXT) is a global energy technology provider based in Fremont, California.
ARDT vs NXT — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $909.4M |
| Net Profit | $45.0M | $131.2M |
| Gross Margin | — | 31.7% |
| Operating Margin | 5.8% | 19.4% |
| Net Margin | 2.8% | 14.4% |
| Revenue YoY | — | 33.9% |
| Net Profit YoY | — | 13.8% |
| EPS (diluted) | $0.32 | $0.85 |
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 | $909.4M | ||
| Q3 25 | $1.6B | $905.3M | ||
| Q2 25 | $1.6B | $864.3M | ||
| Q1 25 | $1.5B | $924.3M | ||
| Q4 24 | — | $679.4M | ||
| Q3 24 | $1.4B | $635.6M | ||
| Q2 24 | $1.5B | $719.9M | ||
| Q1 24 | — | $736.5M |
| Q4 25 | $45.0M | $131.2M | ||
| Q3 25 | $-23.5M | $146.9M | ||
| Q2 25 | $73.0M | $157.2M | ||
| Q1 25 | $41.4M | $156.8M | ||
| Q4 24 | — | $115.3M | ||
| Q3 24 | $26.3M | $115.4M | ||
| Q2 24 | $42.8M | $121.7M | ||
| Q1 24 | — | $205.2M |
| Q4 25 | — | 31.7% | ||
| Q3 25 | — | 32.4% | ||
| Q2 25 | — | 32.6% | ||
| Q1 25 | — | 33.1% | ||
| Q4 24 | — | 35.5% | ||
| Q3 24 | — | 35.4% | ||
| Q2 24 | — | 33.0% | ||
| Q1 24 | — | 46.2% |
| Q4 25 | 5.8% | 19.4% | ||
| Q3 25 | -0.1% | 20.0% | ||
| Q2 25 | 7.4% | 21.5% | ||
| Q1 25 | 5.0% | 21.1% | ||
| Q4 24 | — | 22.1% | ||
| Q3 24 | 3.9% | 21.0% | ||
| Q2 24 | 5.6% | 22.2% | ||
| Q1 24 | — | 36.8% |
| Q4 25 | 2.8% | 14.4% | ||
| Q3 25 | -1.5% | 16.2% | ||
| Q2 25 | 4.4% | 18.2% | ||
| Q1 25 | 2.8% | 17.0% | ||
| Q4 24 | — | 17.0% | ||
| Q3 24 | 1.8% | 18.2% | ||
| Q2 24 | 2.9% | 16.9% | ||
| Q1 24 | — | 27.9% |
| Q4 25 | $0.32 | $0.85 | ||
| Q3 25 | $-0.17 | $0.97 | ||
| Q2 25 | $0.52 | $1.04 | ||
| Q1 25 | $0.29 | $1.05 | ||
| Q4 24 | — | $0.79 | ||
| Q3 24 | $0.19 | $0.79 | ||
| Q2 24 | $0.34 | $0.84 | ||
| Q1 24 | — | $1.52 |
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 | $952.6M |
| Total DebtLower is stronger | $1.1B | — |
| Stockholders' EquityBook value | $1.3B | $2.2B |
| Total Assets | $5.3B | $3.8B |
| Debt / EquityLower = less leverage | 0.84× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $709.6M | $952.6M | ||
| Q3 25 | $609.4M | $845.3M | ||
| Q2 25 | $540.6M | $743.4M | ||
| Q1 25 | $495.0M | $766.1M | ||
| Q4 24 | — | $693.5M | ||
| Q3 24 | $563.1M | $561.9M | ||
| Q2 24 | $334.5M | $471.9M | ||
| Q1 24 | — | $474.1M |
| 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 | $2.2B | ||
| Q3 25 | $1.2B | $2.0B | ||
| Q2 25 | $1.3B | $1.8B | ||
| Q1 25 | $1.2B | $1.6B | ||
| Q4 24 | — | $1.4B | ||
| Q3 24 | $1.0B | $1.3B | ||
| Q2 24 | $739.9M | $1.1B | ||
| Q1 24 | — | $961.0M |
| Q4 25 | $5.3B | $3.8B | ||
| Q3 25 | $5.2B | $3.7B | ||
| Q2 25 | $5.0B | $3.4B | ||
| Q1 25 | $4.9B | $3.2B | ||
| Q4 24 | — | $3.0B | ||
| Q3 24 | $4.8B | $2.8B | ||
| Q2 24 | $4.6B | $2.6B | ||
| Q1 24 | — | $2.5B |
| 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 | $123.3M |
| Free Cash FlowOCF − Capex | — | $118.5M |
| FCF MarginFCF / Revenue | — | 13.0% |
| Capex IntensityCapex / Revenue | — | 0.5% |
| Cash ConversionOCF / Net Profit | 4.97× | 0.94× |
| TTM Free Cash FlowTrailing 4 quarters | — | $587.3M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $223.4M | $123.3M | ||
| Q3 25 | $154.4M | $186.9M | ||
| Q2 25 | $117.5M | $81.3M | ||
| Q1 25 | $-24.8M | $237.3M | ||
| Q4 24 | — | $143.8M | ||
| Q3 24 | $89.7M | $153.8M | ||
| Q2 24 | — | $120.8M | ||
| Q1 24 | — | $111.5M |
| Q4 25 | — | $118.5M | ||
| Q3 25 | — | $171.4M | ||
| Q2 25 | — | $70.1M | ||
| Q1 25 | — | $227.2M | ||
| Q4 24 | — | $134.9M | ||
| Q3 24 | — | $141.8M | ||
| Q2 24 | — | $118.0M | ||
| Q1 24 | — | $109.2M |
| Q4 25 | — | 13.0% | ||
| Q3 25 | — | 18.9% | ||
| Q2 25 | — | 8.1% | ||
| Q1 25 | — | 24.6% | ||
| Q4 24 | — | 19.9% | ||
| Q3 24 | — | 22.3% | ||
| Q2 24 | — | 16.4% | ||
| Q1 24 | — | 14.8% |
| Q4 25 | — | 0.5% | ||
| Q3 25 | — | 1.7% | ||
| Q2 25 | — | 1.3% | ||
| Q1 25 | — | 1.1% | ||
| Q4 24 | — | 1.3% | ||
| Q3 24 | — | 1.9% | ||
| Q2 24 | — | 0.4% | ||
| Q1 24 | — | 0.3% |
| Q4 25 | 4.97× | 0.94× | ||
| Q3 25 | — | 1.27× | ||
| Q2 25 | 1.61× | 0.52× | ||
| Q1 25 | -0.60× | 1.51× | ||
| Q4 24 | — | 1.25× | ||
| Q3 24 | 3.41× | 1.33× | ||
| Q2 24 | — | 0.99× | ||
| Q1 24 | — | 0.54× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
ARDT
Segment breakdown not available.
NXT
| Transferred Over Time | $763.9M | 84% |
| Transferred At Point In Time | $145.4M | 16% |
