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Side-by-side financial comparison of CAMDEN NATIONAL CORP (CAC) and Phreesia, Inc. (PHR). Click either name above to swap in a different company.
Phreesia, Inc. is the larger business by last-quarter revenue ($120.3M vs $64.3M, roughly 1.9× CAMDEN NATIONAL CORP). CAMDEN NATIONAL CORP runs the higher net margin — 34.0% vs 3.5%, a 30.5% gap on every dollar of revenue.
Camden National Bank is a commercial bank headquartered in Camden, Maine, operating as the principal subsidiary of Camden National Corporation, a publicly traded bank holding company. Founded in 1875, the bank became a direct, wholly owned subsidiary of the holding company following a corporate reorganization in 1984. Following the 2025 merger with Northway Financial, the combined institution has approximately $7.0 billion in assets.
Phreesia, Inc. is a software as a service company that offers healthcare organizations a set of applications to automate and manage patient intake.
CAC vs PHR — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $64.3M | $120.3M |
| Net Profit | $21.9M | $4.3M |
| Gross Margin | — | — |
| Operating Margin | — | 3.1% |
| Net Margin | 34.0% | 3.5% |
| Revenue YoY | — | 12.7% |
| Net Profit YoY | — | 129.7% |
| EPS (diluted) | $1.29 | $0.07 |
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 | $64.3M | — | ||
| Q4 25 | $68.1M | $120.3M | ||
| Q3 25 | $65.4M | $117.3M | ||
| Q2 25 | $62.3M | $115.9M | ||
| Q1 25 | $60.1M | — | ||
| Q4 24 | $47.6M | — | ||
| Q3 24 | $45.0M | — | ||
| Q2 24 | $42.8M | — |
| Q1 26 | $21.9M | — | ||
| Q4 25 | $22.6M | $4.3M | ||
| Q3 25 | $21.2M | $654.0K | ||
| Q2 25 | $14.1M | $-3.9M | ||
| Q1 25 | $7.3M | — | ||
| Q4 24 | $14.7M | — | ||
| Q3 24 | $13.1M | — | ||
| Q2 24 | $12.0M | — |
| Q1 26 | — | — | ||
| Q4 25 | 41.5% | 3.1% | ||
| Q3 25 | 40.5% | -1.3% | ||
| Q2 25 | 28.5% | -2.8% | ||
| Q1 25 | 10.3% | — | ||
| Q4 24 | 38.7% | — | ||
| Q3 24 | 35.2% | — | ||
| Q2 24 | 34.7% | — |
| Q1 26 | 34.0% | — | ||
| Q4 25 | 33.1% | 3.5% | ||
| Q3 25 | 32.4% | 0.6% | ||
| Q2 25 | 22.6% | -3.4% | ||
| Q1 25 | 12.2% | — | ||
| Q4 24 | 30.8% | — | ||
| Q3 24 | 29.1% | — | ||
| Q2 24 | 28.0% | — |
| Q1 26 | $1.29 | — | ||
| Q4 25 | $1.33 | $0.07 | ||
| Q3 25 | $1.25 | $0.01 | ||
| Q2 25 | $0.83 | $-0.07 | ||
| Q1 25 | $0.43 | — | ||
| Q4 24 | $1.00 | — | ||
| Q3 24 | $0.90 | — | ||
| Q2 24 | $0.81 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $106.4M |
| Total DebtLower is stronger | $514.4M | $3.4M |
| Stockholders' EquityBook value | $710.0M | $320.3M |
| Total Assets | $7.0B | $423.5M |
| Debt / EquityLower = less leverage | 0.72× | 0.01× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $106.4M | ||
| Q3 25 | — | $98.3M | ||
| Q2 25 | — | $90.9M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $514.4M | — | ||
| Q4 25 | — | $3.4M | ||
| Q3 25 | — | $4.6M | ||
| Q2 25 | — | $6.2M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $710.0M | — | ||
| Q4 25 | $696.6M | $320.3M | ||
| Q3 25 | $676.4M | $298.0M | ||
| Q2 25 | $652.1M | $282.2M | ||
| Q1 25 | $640.1M | — | ||
| Q4 24 | $531.2M | — | ||
| Q3 24 | $529.9M | — | ||
| Q2 24 | $508.3M | — |
| Q1 26 | $7.0B | — | ||
| Q4 25 | $7.0B | $423.5M | ||
| Q3 25 | $7.0B | $408.6M | ||
| Q2 25 | $6.9B | $400.4M | ||
| Q1 25 | $7.0B | — | ||
| Q4 24 | $5.8B | — | ||
| Q3 24 | $5.7B | — | ||
| Q2 24 | $5.7B | — |
| Q1 26 | 0.72× | — | ||
| Q4 25 | — | 0.01× | ||
| Q3 25 | — | 0.02× | ||
| Q2 25 | — | 0.02× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 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 | — | $15.5M |
| Free Cash FlowOCF − Capex | — | $12.2M |
| FCF MarginFCF / Revenue | — | 10.1% |
| Capex IntensityCapex / Revenue | — | 2.7% |
| Cash ConversionOCF / Net Profit | — | 3.62× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $63.9M | $15.5M | ||
| Q3 25 | $36.1M | $14.8M | ||
| Q2 25 | $6.0M | $14.8M | ||
| Q1 25 | $1.0M | — | ||
| Q4 24 | $60.9M | — | ||
| Q3 24 | $-14.5M | — | ||
| Q2 24 | $14.5M | — |
| Q1 26 | — | — | ||
| Q4 25 | $58.2M | $12.2M | ||
| Q3 25 | $35.4M | $13.1M | ||
| Q2 25 | $4.5M | $11.3M | ||
| Q1 25 | $-727.0K | — | ||
| Q4 24 | $55.4M | — | ||
| Q3 24 | $-16.2M | — | ||
| Q2 24 | $13.2M | — |
| Q1 26 | — | — | ||
| Q4 25 | 85.5% | 10.1% | ||
| Q3 25 | 54.1% | 11.1% | ||
| Q2 25 | 7.3% | 9.8% | ||
| Q1 25 | -1.2% | — | ||
| Q4 24 | 116.4% | — | ||
| Q3 24 | -36.0% | — | ||
| Q2 24 | 30.8% | — |
| Q1 26 | — | — | ||
| Q4 25 | 8.4% | 2.7% | ||
| Q3 25 | 1.1% | 1.5% | ||
| Q2 25 | 2.4% | 3.0% | ||
| Q1 25 | 2.9% | — | ||
| Q4 24 | 11.7% | — | ||
| Q3 24 | 3.8% | — | ||
| Q2 24 | 3.0% | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.83× | 3.62× | ||
| Q3 25 | 1.70× | 22.68× | ||
| Q2 25 | 0.43× | — | ||
| Q1 25 | 0.14× | — | ||
| Q4 24 | 4.15× | — | ||
| Q3 24 | -1.11× | — | ||
| Q2 24 | 1.21× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CAC
| Net Interest Income | $52.4M | 81% |
| Noninterest Income | $12.0M | 19% |
PHR
| Subscription And Services | $55.5M | 46% |
| Network Solutions | $37.4M | 31% |
| Payment Processing Fees | $27.4M | 23% |
