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Side-by-side financial comparison of Brookfield Infrastructure Partners L.P. (BIP) and CANADIAN IMPERIAL BANK OF COMMERCE (CM). Click either name above to swap in a different company.
CANADIAN IMPERIAL BANK OF COMMERCE is the larger business by last-quarter revenue ($6.1B vs $5.4B, roughly 1.1× Brookfield Infrastructure Partners L.P.). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 4.6%, a 32.3% gap on every dollar of revenue.
Brookfield Infrastructure Partners L.P. is a publicly traded limited partnership with corporate headquarters in Toronto, Canada, that engages in the acquisition and management of infrastructure assets on a global basis.
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.
BIP vs CM — Head-to-Head
Income Statement — Q2 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $5.4B | $6.1B |
| Net Profit | $252.0M | $2.3B |
| Gross Margin | 26.4% | — |
| Operating Margin | 24.4% | — |
| Net Margin | 4.6% | 36.9% |
| Revenue YoY | 5.7% | — |
| Net Profit YoY | 37.0% | — |
| EPS (diluted) | $-0.03 | — |
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 | $5.4B | $5.1B | ||
| Q2 24 | $5.1B | — | ||
| Q2 23 | $4.3B | — | ||
| Q2 22 | $3.7B | — |
| Q1 26 | — | $2.3B | ||
| Q3 25 | — | $1.5B | ||
| Q2 25 | $252.0M | $1.5B | ||
| Q2 24 | $184.0M | — | ||
| Q2 23 | $773.0M | — | ||
| Q2 22 | $425.0M | — |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 26.4% | — | ||
| Q2 24 | 24.6% | — | ||
| Q2 23 | 22.9% | — | ||
| Q2 22 | 26.3% | — |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 24.4% | — | ||
| Q2 24 | 22.8% | — | ||
| Q2 23 | 20.4% | — | ||
| Q2 22 | 23.4% | — |
| Q1 26 | — | 36.9% | ||
| Q3 25 | — | 28.9% | ||
| Q2 25 | 4.6% | 28.6% | ||
| Q2 24 | 3.6% | — | ||
| Q2 23 | 18.2% | — | ||
| Q2 22 | 11.5% | — |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $-0.03 | — | ||
| Q2 24 | $-0.10 | — | ||
| Q2 23 | $0.38 | — | ||
| Q2 22 | $0.13 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $2.3B | $8.0B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $29.6B | $47.9B |
| Total Assets | $108.7B | $826.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $8.0B | ||
| Q3 25 | — | $13.9B | ||
| Q2 25 | $2.3B | $10.2B | ||
| Q2 24 | $1.3B | — | ||
| Q2 23 | $1.4B | — | ||
| Q2 22 | $1.3B | — |
| Q1 26 | — | $47.9B | ||
| Q3 25 | — | $45.9B | ||
| Q2 25 | $29.6B | $45.2B | ||
| Q2 24 | $30.1B | — | ||
| Q2 23 | $28.6B | — | ||
| Q2 22 | $26.0B | — |
| Q1 26 | — | $826.8B | ||
| Q3 25 | — | $804.6B | ||
| Q2 25 | $108.7B | $795.8B | ||
| Q2 24 | $100.9B | — | ||
| Q2 23 | $81.7B | — | ||
| Q2 22 | $73.9B | — |
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 | $1.2B | $-1.6B |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 4.72× | -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 | $1.2B | $667.2M | ||
| Q2 24 | $1.1B | — | ||
| Q2 23 | $970.0M | — | ||
| Q2 22 | $734.0M | — |
| Q1 26 | — | -0.69× | ||
| Q3 25 | — | 2.80× | ||
| Q2 25 | 4.72× | 0.46× | ||
| Q2 24 | 5.74× | — | ||
| Q2 23 | 1.25× | — | ||
| Q2 22 | 1.73× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
