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Side-by-side financial comparison of B&G Foods, Inc. (BGS) and Slide Insurance Holdings, Inc. (SLDE). Click either name above to swap in a different company.
B&G Foods, Inc. is the larger business by last-quarter revenue ($439.3M vs $389.3M, roughly 1.1× Slide Insurance Holdings, Inc.). Slide Insurance Holdings, Inc. runs the higher net margin — 35.8% vs -4.4%, a 40.2% gap on every dollar of revenue. On growth, Slide Insurance Holdings, Inc. posted the faster year-over-year revenue change (38.2% vs -4.7%).
B&G Foods, Inc. is an American branded foods holding company based in Parsippany, New Jersey. The company was formed in 1996 to acquire Bloch & Guggenheimer, a Manhattan-based producer of pickles, relish and condiments which had been founded in 1889.
United Property & Casualty Insurance Company, Inc. is an American property and casualty insurance company with headquarters in Florida. It writes commercial, residential, homeowners’, and flood insurance policies in several coastal states.
BGS vs SLDE — Head-to-Head
Income Statement — Q3 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $439.3M | $389.3M |
| Net Profit | $-19.1M | $139.5M |
| Gross Margin | 22.5% | — |
| Operating Margin | 2.5% | — |
| Net Margin | -4.4% | 35.8% |
| Revenue YoY | -4.7% | 38.2% |
| Net Profit YoY | -356.5% | 50.8% |
| EPS (diluted) | $-0.24 | $1.02 |
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 | — | $389.3M | ||
| Q4 25 | — | $347.0M | ||
| Q3 25 | $439.3M | $265.7M | ||
| Q2 25 | $424.4M | $261.6M | ||
| Q1 25 | $425.4M | — | ||
| Q4 24 | $551.6M | — | ||
| Q3 24 | $461.1M | — | ||
| Q2 24 | $444.6M | — |
| Q1 26 | — | $139.5M | ||
| Q4 25 | — | $170.4M | ||
| Q3 25 | $-19.1M | $111.0M | ||
| Q2 25 | $-9.8M | $70.1M | ||
| Q1 25 | $835.0K | — | ||
| Q4 24 | $-222.4M | — | ||
| Q3 24 | $7.5M | — | ||
| Q2 24 | $3.9M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 22.5% | — | ||
| Q2 25 | 20.5% | — | ||
| Q1 25 | 21.2% | — | ||
| Q4 24 | 21.5% | — | ||
| Q3 24 | 22.2% | — | ||
| Q2 24 | 20.7% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 2.5% | 55.3% | ||
| Q2 25 | 5.2% | 36.8% | ||
| Q1 25 | 8.4% | — | ||
| Q4 24 | -46.6% | — | ||
| Q3 24 | 11.1% | — | ||
| Q2 24 | 9.9% | — |
| Q1 26 | — | 35.8% | ||
| Q4 25 | — | 49.1% | ||
| Q3 25 | -4.4% | 41.8% | ||
| Q2 25 | -2.3% | 26.8% | ||
| Q1 25 | 0.2% | — | ||
| Q4 24 | -40.3% | — | ||
| Q3 24 | 1.6% | — | ||
| Q2 24 | 0.9% | — |
| Q1 26 | — | $1.02 | ||
| Q4 25 | — | $1.23 | ||
| Q3 25 | $-0.24 | $0.79 | ||
| Q2 25 | $-0.12 | $0.56 | ||
| Q1 25 | $0.01 | — | ||
| Q4 24 | $-2.81 | — | ||
| Q3 24 | $0.09 | — | ||
| Q2 24 | $0.05 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $60.9M | $1.2B |
| Total DebtLower is stronger | $2.0B | — |
| Stockholders' EquityBook value | $470.7M | $1.1B |
| Total Assets | $2.9B | $2.9B |
| Debt / EquityLower = less leverage | 4.30× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $1.2B | ||
| Q4 25 | — | $1.2B | ||
| Q3 25 | $60.9M | $861.6M | ||
| Q2 25 | $54.1M | $936.2M | ||
| Q1 25 | $61.2M | — | ||
| Q4 24 | $50.6M | — | ||
| Q3 24 | $54.7M | — | ||
| Q2 24 | $40.3M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $2.0B | $35.0M | ||
| Q2 25 | $2.0B | $36.3M | ||
| Q1 25 | $2.0B | — | ||
| Q4 24 | $2.0B | — | ||
| Q3 24 | $2.1B | — | ||
| Q2 24 | $2.0B | — |
| Q1 26 | — | $1.1B | ||
| Q4 25 | — | $1.1B | ||
| Q3 25 | $470.7M | $964.2M | ||
| Q2 25 | $501.4M | $868.1M | ||
| Q1 25 | $513.1M | — | ||
| Q4 24 | $524.8M | — | ||
| Q3 24 | $755.3M | — | ||
| Q2 24 | $765.0M | — |
| Q1 26 | — | $2.9B | ||
| Q4 25 | — | $2.9B | ||
| Q3 25 | $2.9B | $2.7B | ||
| Q2 25 | $2.9B | $2.8B | ||
| Q1 25 | $3.0B | — | ||
| Q4 24 | $3.0B | — | ||
| Q3 24 | $3.4B | — | ||
| Q2 24 | $3.4B | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 4.30× | 0.04× | ||
| Q2 25 | 3.97× | 0.04× | ||
| Q1 25 | 3.91× | — | ||
| Q4 24 | 3.85× | — | ||
| Q3 24 | 2.75× | — | ||
| Q2 24 | 2.67× | — |
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 | $-64.6M | — |
| Free Cash FlowOCF − Capex | $-70.7M | — |
| FCF MarginFCF / Revenue | -16.1% | — |
| Capex IntensityCapex / Revenue | 1.4% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $54.8M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $-64.6M | $25.3M | ||
| Q2 25 | $17.8M | $350.4M | ||
| Q1 25 | $52.7M | — | ||
| Q4 24 | $80.3M | — | ||
| Q3 24 | $4.2M | — | ||
| Q2 24 | $11.3M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $-70.7M | $24.5M | ||
| Q2 25 | $11.5M | $348.9M | ||
| Q1 25 | $42.4M | — | ||
| Q4 24 | $71.7M | — | ||
| Q3 24 | $-679.0K | — | ||
| Q2 24 | $5.2M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | -16.1% | 9.2% | ||
| Q2 25 | 2.7% | 133.4% | ||
| Q1 25 | 10.0% | — | ||
| Q4 24 | 13.0% | — | ||
| Q3 24 | -0.1% | — | ||
| Q2 24 | 1.2% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 1.4% | 0.3% | ||
| Q2 25 | 1.5% | 0.6% | ||
| Q1 25 | 2.4% | — | ||
| Q4 24 | 1.6% | — | ||
| Q3 24 | 1.0% | — | ||
| Q2 24 | 1.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 0.23× | ||
| Q2 25 | — | 5.00× | ||
| Q1 25 | 63.17× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.56× | — | ||
| Q2 24 | 2.87× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BGS
| Specialty Segment | $150.5M | 34% |
| Meals Segment | $110.0M | 25% |
| Spices And Flavor Solutions Segment | $101.4M | 23% |
| Frozen And Vegetables Segment | $77.4M | 18% |
SLDE
Segment breakdown not available.
