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Side-by-side financial comparison of BANK OF HAWAII CORP (BOH) and CME Group (CME), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
CME Group is the larger business by last-quarter revenue ($1.6B vs $145.4M, roughly 11.3× BANK OF HAWAII CORP). CME Group runs the higher net margin — 41.9% vs 71.7%, a 29.8% gap on every dollar of revenue. On growth, BANK OF HAWAII CORP posted the faster year-over-year revenue change (21.0% vs 8.1%). CME Group produced more free cash flow last quarter ($1.1B vs $184.3M). Over the past eight quarters, BANK OF HAWAII CORP's revenue compounded faster (13.0% CAGR vs 5.3%).
The Bank of Hawaii Corporation is an American regional commercial bank headquartered in Honolulu, Hawaii. It is Hawaii's second oldest bank and its largest locally owned bank in that the majority of the voting stockholders reside within the state. Bank of Hawaii has the most accounts, customers, branches, and ATMs of any financial institution in the state. The bank consists of four business segments: retail banking, commercial banking, investment services, and treasury. The bank is currently ...
CME Group Inc. is an American financial services company based in Chicago, Illinois. It operates financial derivatives exchanges, including the Chicago Mercantile Exchange (CME), the Chicago Board of Trade (CBOT), the New York Mercantile Exchange (NYMEX), and the Commodity Exchange (COMEX). The company owns 27% of S&P Dow Jones Indices. It is the world's largest operator of financial derivatives exchanges. Its exchanges are platforms for trading in agricultural products, currencies, energy, i...
BOH vs CME — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $145.4M | $1.6B |
| Net Profit | $60.9M | $1.2B |
| Gross Margin | — | — |
| Operating Margin | 53.4% | 61.8% |
| Net Margin | 41.9% | 71.7% |
| Revenue YoY | 21.0% | 8.1% |
| Net Profit YoY | 55.6% | 35.3% |
| EPS (diluted) | $1.40 | $3.24 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $145.4M | $1.6B | ||
| Q3 25 | $136.7M | $1.5B | ||
| Q2 25 | $129.7M | $1.7B | ||
| Q1 25 | $125.8M | $1.6B | ||
| Q4 24 | $120.2M | $1.5B | ||
| Q3 24 | $117.6M | $1.6B | ||
| Q2 24 | $114.8M | $1.5B | ||
| Q1 24 | $113.9M | $1.5B |
| Q4 25 | $60.9M | $1.2B | ||
| Q3 25 | $53.3M | $908.0M | ||
| Q2 25 | $47.6M | $1.0B | ||
| Q1 25 | $44.0M | $956.2M | ||
| Q4 24 | $39.2M | $874.6M | ||
| Q3 24 | $40.4M | $912.8M | ||
| Q2 24 | $34.1M | $883.2M | ||
| Q1 24 | $36.4M | $855.2M |
| Q4 25 | 53.4% | 61.8% | ||
| Q3 25 | 49.6% | 63.3% | ||
| Q2 25 | 46.6% | 66.7% | ||
| Q1 25 | 44.6% | 67.5% | ||
| Q4 24 | 42.9% | 62.1% | ||
| Q3 24 | 44.8% | 64.6% | ||
| Q2 24 | 39.5% | 65.3% | ||
| Q1 24 | 42.4% | 64.5% |
| Q4 25 | 41.9% | 71.7% | ||
| Q3 25 | 39.0% | 59.1% | ||
| Q2 25 | 36.7% | 60.6% | ||
| Q1 25 | 35.0% | 58.2% | ||
| Q4 24 | 32.6% | 57.3% | ||
| Q3 24 | 34.3% | 57.6% | ||
| Q2 24 | 29.7% | 57.6% | ||
| Q1 24 | 31.9% | 57.5% |
| Q4 25 | $1.40 | $3.24 | ||
| Q3 25 | $1.20 | $2.49 | ||
| Q2 25 | $1.06 | $2.81 | ||
| Q1 25 | $0.97 | $2.62 | ||
| Q4 24 | $0.85 | $2.40 | ||
| Q3 24 | $0.93 | $2.50 | ||
| Q2 24 | $0.81 | $2.42 | ||
| Q1 24 | $0.87 | $2.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $946.5M | $4.5B |
| Total DebtLower is stronger | $558.2M | — |
| Stockholders' EquityBook value | $1.9B | $28.7B |
| Total Assets | $24.2B | $198.4B |
| Debt / EquityLower = less leverage | 0.30× | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $946.5M | $4.5B | ||
| Q3 25 | — | $2.6B | ||
| Q2 25 | — | $2.1B | ||
| Q1 25 | $935.2M | $1.5B | ||
| Q4 24 | $763.6M | $3.0B | ||
| Q3 24 | $1.3B | $2.4B | ||
| Q2 24 | $925.3M | $1.9B | ||
| Q1 24 | $891.5M | $1.6B |
| Q4 25 | $558.2M | — | ||
| Q3 25 | $558.2M | — | ||
| Q2 25 | $558.2M | — | ||
| Q1 25 | $558.3M | — | ||
| Q4 24 | $558.3M | — | ||
| Q3 24 | $558.3M | — | ||
| Q2 24 | $560.1M | — | ||
| Q1 24 | $560.2M | — |
| Q4 25 | $1.9B | $28.7B | ||
| Q3 25 | $1.8B | $28.2B | ||
| Q2 25 | $1.7B | $27.7B | ||
| Q1 25 | $1.7B | $27.0B | ||
| Q4 24 | $1.7B | $26.5B | ||
| Q3 24 | $1.7B | $28.2B | ||
| Q2 24 | $1.6B | $27.6B | ||
| Q1 24 | $1.4B | $27.2B |
| Q4 25 | $24.2B | $198.4B | ||
| Q3 25 | $24.0B | $187.1B | ||
| Q2 25 | $23.7B | $179.9B | ||
| Q1 25 | $23.9B | $157.8B | ||
| Q4 24 | $23.6B | $137.4B | ||
| Q3 24 | $23.8B | $137.8B | ||
| Q2 24 | $23.3B | $123.4B | ||
| Q1 24 | $23.4B | $132.1B |
| Q4 25 | 0.30× | — | ||
| Q3 25 | 0.31× | — | ||
| Q2 25 | 0.32× | — | ||
| Q1 25 | 0.33× | — | ||
| Q4 24 | 0.33× | — | ||
| Q3 24 | 0.34× | — | ||
| Q2 24 | 0.35× | — | ||
| Q1 24 | 0.39× | — |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $218.3M | $1.1B |
| Free Cash FlowOCF − Capex | $184.3M | $1.1B |
| FCF MarginFCF / Revenue | 126.8% | 66.8% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 23.4% | 2.0% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 3.58× | 0.96× |
| TTM Free Cash FlowTrailing 4 quarters | $296.9M | $4.2B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $218.3M | $1.1B | ||
| Q3 25 | $38.5M | $968.1M | ||
| Q2 25 | $81.7M | $1.1B | ||
| Q1 25 | $18.3M | $1.1B | ||
| Q4 24 | $170.9M | $1.0B | ||
| Q3 24 | $-20.3M | $1.0B | ||
| Q2 24 | $45.7M | $776.9M | ||
| Q1 24 | $55.3M | $892.7M |
| Q4 25 | $184.3M | $1.1B | ||
| Q3 25 | $29.8M | $949.7M | ||
| Q2 25 | $72.6M | $1.0B | ||
| Q1 25 | $10.2M | $1.1B | ||
| Q4 24 | $161.3M | $991.7M | ||
| Q3 24 | $-25.0M | $973.2M | ||
| Q2 24 | $40.7M | $758.7M | ||
| Q1 24 | $52.5M | $872.9M |
| Q4 25 | 126.8% | 66.8% | ||
| Q3 25 | 21.8% | 61.8% | ||
| Q2 25 | 56.0% | 61.5% | ||
| Q1 25 | 8.1% | 67.1% | ||
| Q4 24 | 134.2% | 65.0% | ||
| Q3 24 | -21.2% | 61.4% | ||
| Q2 24 | 35.5% | 49.5% | ||
| Q1 24 | 46.1% | 58.7% |
| Q4 25 | 23.4% | 2.0% | ||
| Q3 25 | 6.3% | 1.2% | ||
| Q2 25 | 7.0% | 1.1% | ||
| Q1 25 | 6.5% | 0.9% | ||
| Q4 24 | 8.1% | 1.7% | ||
| Q3 24 | 3.9% | 1.9% | ||
| Q2 24 | 4.3% | 1.2% | ||
| Q1 24 | 2.5% | 1.3% |
| Q4 25 | 3.58× | 0.96× | ||
| Q3 25 | 0.72× | 1.07× | ||
| Q2 25 | 1.71× | 1.03× | ||
| Q1 25 | 0.42× | 1.17× | ||
| Q4 24 | 4.36× | 1.16× | ||
| Q3 24 | -0.50× | 1.10× | ||
| Q2 24 | 1.34× | 0.88× | ||
| Q1 24 | 1.52× | 1.04× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
BOH
| Trust And Asset Management | $49.3M | 34% |
| Fees Exchange And Other Service Charges | $43.1M | 30% |
| Other | $23.4M | 16% |
| Service Charges On Deposit Accounts | $14.4M | 10% |
| Other Revenue | $9.9M | 7% |
| Annuity And Insurance | $5.2M | 4% |
CME
| Clearingandtransactionfees | $1.3B | 81% |
| Market Data | $208.0M | 13% |
| Other Revenue | $112.8M | 7% |
| Onetimechargesandmiscellaneousrevenues | $5.9M | 0% |
