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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and Roper Technologies (ROP). Click either name above to swap in a different company.
Roper Technologies is the larger business by last-quarter revenue ($2.1B vs $1.6B, roughly 1.3× Ardent Health, Inc.). Roper Technologies runs the higher net margin — 15.8% vs 2.8%, a 13.0% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
Roper Technologies, Inc. is a holding company that owns companies in the technology sector.
ARDT vs ROP — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $2.1B |
| Net Profit | $45.0M | $331.0M |
| Gross Margin | — | 69.4% |
| Operating Margin | 5.8% | 27.2% |
| Net Margin | 2.8% | 15.8% |
| Revenue YoY | — | 11.3% |
| Net Profit YoY | — | 53.7% |
| EPS (diluted) | $0.32 | $4.87 |
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 | — | $2.1B | ||
| Q4 25 | $1.6B | $2.1B | ||
| Q3 25 | $1.6B | $2.0B | ||
| Q2 25 | $1.6B | $1.9B | ||
| Q1 25 | $1.5B | $1.9B | ||
| Q4 24 | — | $1.9B | ||
| Q3 24 | $1.4B | $1.8B | ||
| Q2 24 | $1.5B | $1.7B |
| Q1 26 | — | $331.0M | ||
| Q4 25 | $45.0M | $428.4M | ||
| Q3 25 | $-23.5M | $398.5M | ||
| Q2 25 | $73.0M | $378.3M | ||
| Q1 25 | $41.4M | $331.1M | ||
| Q4 24 | — | $462.3M | ||
| Q3 24 | $26.3M | $367.9M | ||
| Q2 24 | $42.8M | $337.1M |
| Q1 26 | — | 69.4% | ||
| Q4 25 | — | 69.5% | ||
| Q3 25 | — | 69.5% | ||
| Q2 25 | — | 69.2% | ||
| Q1 25 | — | 68.7% | ||
| Q4 24 | — | 68.3% | ||
| Q3 24 | — | 69.2% | ||
| Q2 24 | — | 69.5% |
| Q1 26 | — | 27.2% | ||
| Q4 25 | 5.8% | 28.6% | ||
| Q3 25 | -0.1% | 28.4% | ||
| Q2 25 | 7.4% | 28.2% | ||
| Q1 25 | 5.0% | 27.9% | ||
| Q4 24 | — | 28.0% | ||
| Q3 24 | 3.9% | 28.1% | ||
| Q2 24 | 5.6% | 28.8% |
| Q1 26 | — | 15.8% | ||
| Q4 25 | 2.8% | 20.8% | ||
| Q3 25 | -1.5% | 19.8% | ||
| Q2 25 | 4.4% | 19.5% | ||
| Q1 25 | 2.8% | 17.6% | ||
| Q4 24 | — | 24.6% | ||
| Q3 24 | 1.8% | 20.8% | ||
| Q2 24 | 2.9% | 19.6% |
| Q1 26 | — | $4.87 | ||
| Q4 25 | $0.32 | $3.97 | ||
| Q3 25 | $-0.17 | $3.68 | ||
| Q2 25 | $0.52 | $3.49 | ||
| Q1 25 | $0.29 | $3.06 | ||
| Q4 24 | — | $4.29 | ||
| Q3 24 | $0.19 | $3.40 | ||
| Q2 24 | $0.34 | $3.12 |
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 | $382.9M |
| Total DebtLower is stronger | $1.1B | $9.7B |
| Stockholders' EquityBook value | $1.3B | $18.8B |
| Total Assets | $5.3B | $34.6B |
| Debt / EquityLower = less leverage | 0.84× | 0.52× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $382.9M | ||
| Q4 25 | $709.6M | $297.4M | ||
| Q3 25 | $609.4M | $320.0M | ||
| Q2 25 | $540.6M | $242.4M | ||
| Q1 25 | $495.0M | $372.8M | ||
| Q4 24 | — | $188.2M | ||
| Q3 24 | $563.1M | $269.6M | ||
| Q2 24 | $334.5M | $251.5M |
| Q1 26 | — | $9.7B | ||
| Q4 25 | $1.1B | $9.3B | ||
| Q3 25 | $1.1B | — | ||
| Q2 25 | $1.1B | — | ||
| Q1 25 | $1.1B | — | ||
| Q4 24 | — | $7.6B | ||
| Q3 24 | $1.1B | — | ||
| Q2 24 | $1.1B | — |
| Q1 26 | — | $18.8B | ||
| Q4 25 | $1.3B | $19.9B | ||
| Q3 25 | $1.2B | $20.0B | ||
| Q2 25 | $1.3B | $19.6B | ||
| Q1 25 | $1.2B | $19.2B | ||
| Q4 24 | — | $18.9B | ||
| Q3 24 | $1.0B | $18.5B | ||
| Q2 24 | $739.9M | $18.1B |
| Q1 26 | — | $34.6B | ||
| Q4 25 | $5.3B | $34.6B | ||
| Q3 25 | $5.2B | $34.6B | ||
| Q2 25 | $5.0B | $33.2B | ||
| Q1 25 | $4.9B | $31.4B | ||
| Q4 24 | — | $31.3B | ||
| Q3 24 | $4.8B | $31.6B | ||
| Q2 24 | $4.6B | $29.8B |
| Q1 26 | — | 0.52× | ||
| Q4 25 | 0.84× | 0.47× | ||
| Q3 25 | 0.88× | — | ||
| Q2 25 | 0.87× | — | ||
| Q1 25 | 0.93× | — | ||
| Q4 24 | — | 0.40× | ||
| 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 | — | $507.0M |
| FCF MarginFCF / Revenue | — | 24.2% |
| Capex IntensityCapex / Revenue | — | 0.5% |
| 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 | $738.0M | ||
| Q3 25 | $154.4M | $869.5M | ||
| Q2 25 | $117.5M | $404.1M | ||
| Q1 25 | $-24.8M | $528.7M | ||
| Q4 24 | — | $722.2M | ||
| Q3 24 | $89.7M | $755.4M | ||
| Q2 24 | — | $384.1M |
| Q1 26 | — | $507.0M | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | 24.2% | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | 0.5% | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 4.97× | 1.72× | ||
| Q3 25 | — | 2.18× | ||
| Q2 25 | 1.61× | 1.07× | ||
| Q1 25 | -0.60× | 1.60× | ||
| Q4 24 | — | 1.56× | ||
| Q3 24 | 3.41× | 2.05× | ||
| Q2 24 | — | 1.14× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
