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Side-by-side financial comparison of BREAD FINANCIAL HOLDINGS, INC. (BFH) and CARTERS INC (CRI). Click either name above to swap in a different company.
BREAD FINANCIAL HOLDINGS, INC. is the larger business by last-quarter revenue ($975.0M vs $757.8M, roughly 1.3× CARTERS INC). On growth, BREAD FINANCIAL HOLDINGS, INC. posted the faster year-over-year revenue change (5.4% vs -0.1%).
Bread Financial Holdings, Inc. is an American publicly traded provider of private label credit cards, coalition loyalty programs, and direct marketing, derived from the capture and analysis of transaction-rich data.
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
BFH vs CRI — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $975.0M | $757.8M |
| Net Profit | — | $11.6M |
| Gross Margin | — | 45.1% |
| Operating Margin | 4.9% | 3.8% |
| Net Margin | — | 1.5% |
| Revenue YoY | 5.4% | -0.1% |
| Net Profit YoY | — | -80.1% |
| EPS (diluted) | $1.21 | $0.32 |
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 | $975.0M | — | ||
| Q3 25 | $971.0M | $757.8M | ||
| Q2 25 | $929.0M | $585.3M | ||
| Q1 25 | $970.0M | $629.8M | ||
| Q4 24 | $925.0M | — | ||
| Q3 24 | $983.0M | — | ||
| Q2 24 | $939.0M | — | ||
| Q1 24 | $991.0M | — |
| Q4 25 | — | — | ||
| Q3 25 | $188.0M | $11.6M | ||
| Q2 25 | $139.0M | $446.0K | ||
| Q1 25 | $138.0M | $15.5M | ||
| Q4 24 | — | — | ||
| Q3 24 | $2.0M | — | ||
| Q2 24 | $133.0M | — | ||
| Q1 24 | $134.0M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 45.1% | ||
| Q2 25 | — | 48.1% | ||
| Q1 25 | — | 46.2% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 4.9% | — | ||
| Q3 25 | 20.2% | 3.8% | ||
| Q2 25 | 18.7% | 0.7% | ||
| Q1 25 | 20.3% | 4.1% | ||
| Q4 24 | -2.9% | — | ||
| Q3 24 | 4.1% | — | ||
| Q2 24 | 19.2% | — | ||
| Q1 24 | 19.0% | — |
| Q4 25 | — | — | ||
| Q3 25 | 19.4% | 1.5% | ||
| Q2 25 | 15.0% | 0.1% | ||
| Q1 25 | 14.2% | 2.5% | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.2% | — | ||
| Q2 24 | 14.2% | — | ||
| Q1 24 | 13.5% | — |
| Q4 25 | $1.21 | — | ||
| Q3 25 | $3.96 | $0.32 | ||
| Q2 25 | $2.94 | $0.01 | ||
| Q1 25 | $2.78 | $0.43 | ||
| Q4 24 | $0.08 | — | ||
| Q3 24 | $0.05 | — | ||
| Q2 24 | $2.66 | — | ||
| Q1 24 | $2.70 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $3.6B | $184.2M |
| Total DebtLower is stronger | $4.3B | — |
| Stockholders' EquityBook value | $3.3B | $864.6M |
| Total Assets | $22.7B | $2.5B |
| Debt / EquityLower = less leverage | 1.29× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $3.6B | — | ||
| Q3 25 | $3.8B | $184.2M | ||
| Q2 25 | $3.8B | $338.2M | ||
| Q1 25 | $4.2B | $320.8M | ||
| Q4 24 | $4.0B | — | ||
| Q3 24 | $3.5B | — | ||
| Q2 24 | $4.1B | — | ||
| Q1 24 | $3.8B | — |
| Q4 25 | $4.3B | — | ||
| Q3 25 | $3.8B | — | ||
| Q2 25 | $4.2B | — | ||
| Q1 25 | $5.1B | — | ||
| Q4 24 | $5.6B | — | ||
| Q3 24 | $4.6B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $3.3B | — | ||
| Q3 25 | $3.3B | $864.6M | ||
| Q2 25 | $3.2B | $853.9M | ||
| Q1 25 | $3.1B | $847.2M | ||
| Q4 24 | $3.1B | — | ||
| Q3 24 | $3.1B | — | ||
| Q2 24 | $3.2B | — | ||
| Q1 24 | $3.0B | — |
| Q4 25 | $22.7B | — | ||
| Q3 25 | $21.7B | $2.5B | ||
| Q2 25 | $21.8B | $2.5B | ||
| Q1 25 | $22.4B | $2.3B | ||
| Q4 24 | $22.9B | — | ||
| Q3 24 | $21.7B | — | ||
| Q2 24 | $22.1B | — | ||
| Q1 24 | $22.3B | — |
| Q4 25 | 1.29× | — | ||
| Q3 25 | 1.14× | — | ||
| Q2 25 | 1.34× | — | ||
| Q1 25 | 1.67× | — | ||
| Q4 24 | 1.82× | — | ||
| Q3 24 | 1.47× | — | ||
| Q2 24 | — | — | ||
| 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 | $568.0M | $-128.0M |
| Free Cash FlowOCF − Capex | — | $-144.1M |
| FCF MarginFCF / Revenue | — | -19.0% |
| Capex IntensityCapex / Revenue | — | 2.1% |
| Cash ConversionOCF / Net Profit | — | -11.04× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $568.0M | — | ||
| Q3 25 | $605.0M | $-128.0M | ||
| Q2 25 | $526.0M | $40.3M | ||
| Q1 25 | $393.0M | $-48.6M | ||
| Q4 24 | $479.0M | — | ||
| Q3 24 | $456.0M | — | ||
| Q2 24 | $477.0M | — | ||
| Q1 24 | $447.0M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $-144.1M | ||
| Q2 25 | — | $24.1M | ||
| Q1 25 | — | $-59.0M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -19.0% | ||
| Q2 25 | — | 4.1% | ||
| Q1 25 | — | -9.4% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 2.1% | ||
| Q2 25 | — | 2.8% | ||
| Q1 25 | — | 1.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | 3.22× | -11.04× | ||
| Q2 25 | 3.78× | 90.37× | ||
| Q1 25 | 2.85× | -3.13× | ||
| Q4 24 | — | — | ||
| Q3 24 | 228.00× | — | ||
| Q2 24 | 3.59× | — | ||
| Q1 24 | 3.34× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BFH
Segment breakdown not available.
CRI
| Sales Channel Directly To Consumer | $362.3M | 48% |
| Sales Channel Through Intermediary | $283.8M | 37% |
| Other | $110.4M | 15% |
| Gift Cards | $1.3M | 0% |
