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Side-by-side financial comparison of Brookfield Business Partners L.P. (BBU) and CANADIAN IMPERIAL BANK OF COMMERCE (CM). Click either name above to swap in a different company.
Brookfield Business Partners L.P. is the larger business by last-quarter revenue ($6.7B vs $6.1B, roughly 1.1× CANADIAN IMPERIAL BANK OF COMMERCE). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 2.0%, a 34.9% gap on every dollar of revenue.
Brookfield Business Partners L.P. is a publicly traded limited partnership and the primary public vehicle through which Brookfield Corporation, its parent company, owns and operates the business services and industrial operations of its private equity group. It was formed through a spin-off from Brookfield Asset Management in June 2016.
The Imperial Bank of Canada was a Canadian bank that operated from 1873 to 1961. In 1961, Imperial merged with the Canadian Bank of Commerce to become the Canadian Imperial Bank of Commerce.
BBU vs CM — Head-to-Head
Income Statement — Q2 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $6.7B | $6.1B |
| Net Profit | $135.0M | $2.3B |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 2.0% | 36.9% |
| Revenue YoY | -44.0% | — |
| Net Profit YoY | 107.7% | — |
| EPS (diluted) | $0.12 | — |
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 | — | $6.1B | ||
| Q3 25 | — | $5.3B | ||
| Q2 25 | $6.7B | $5.1B | ||
| Q2 24 | $11.9B | — | ||
| Q2 23 | $13.5B | — | ||
| Q2 22 | $14.6B | — |
| Q1 26 | — | $2.3B | ||
| Q3 25 | — | $1.5B | ||
| Q2 25 | $135.0M | $1.5B | ||
| Q2 24 | $65.0M | — | ||
| Q2 23 | $41.0M | — | ||
| Q2 22 | $280.0M | — |
| Q1 26 | — | 36.9% | ||
| Q3 25 | — | 28.9% | ||
| Q2 25 | 2.0% | 28.6% | ||
| Q2 24 | 0.5% | — | ||
| Q2 23 | 0.3% | — | ||
| Q2 22 | 1.9% | — |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $0.12 | — | ||
| Q2 24 | $-0.10 | — | ||
| Q2 23 | $-0.22 | — | ||
| Q2 22 | $0.62 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $3.3B | $8.0B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $15.3B | $47.9B |
| Total Assets | $75.3B | $826.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $8.0B | ||
| Q3 25 | — | $13.9B | ||
| Q2 25 | $3.3B | $10.2B | ||
| Q2 24 | $3.0B | — | ||
| Q2 23 | $3.0B | — | ||
| Q2 22 | $2.4B | — |
| Q1 26 | — | $47.9B | ||
| Q3 25 | — | $45.9B | ||
| Q2 25 | $15.3B | $45.2B | ||
| Q2 24 | $18.2B | — | ||
| Q2 23 | $18.9B | — | ||
| Q2 22 | $14.0B | — |
| Q1 26 | — | $826.8B | ||
| Q3 25 | — | $804.6B | ||
| Q2 25 | $75.3B | $795.8B | ||
| Q2 24 | $81.5B | — | ||
| Q2 23 | $90.3B | — | ||
| Q2 22 | $77.3B | — |
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 | — | $-1.6B |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | -0.69× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $-1.6B | ||
| Q3 25 | — | $4.3B | ||
| Q2 25 | — | $667.2M | ||
| Q2 24 | — | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
| Q1 26 | — | -0.69× | ||
| Q3 25 | — | 2.80× | ||
| Q2 25 | — | 0.46× | ||
| Q2 24 | — | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
