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Side-by-side financial comparison of COMMUNITY FINANCIAL SYSTEM, INC. (CBU) and QuidelOrtho Corp (QDEL), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
QuidelOrtho Corp is the larger business by last-quarter revenue ($699.9M vs $215.5M, roughly 3.2× COMMUNITY FINANCIAL SYSTEM, INC.). COMMUNITY FINANCIAL SYSTEM, INC. runs the higher net margin — 25.3% vs -104.7%, a 130.0% gap on every dollar of revenue. On growth, COMMUNITY FINANCIAL SYSTEM, INC. posted the faster year-over-year revenue change (9.8% vs -3.7%). COMMUNITY FINANCIAL SYSTEM, INC. produced more free cash flow last quarter ($61.6M vs $-94.7M). Over the past eight quarters, COMMUNITY FINANCIAL SYSTEM, INC.'s revenue compounded faster (10.2% CAGR vs -2.9%).
Community Health Systems (CHS) is a Fortune 500 company based in Franklin, Tennessee. It was the largest provider of general hospital healthcare services in the United States in terms of number of acute care facilities. In 2014, CHS had around 200 hospitals, but the number had declined to around 85 in 2021.
QuidelOrtho Corporation is an American manufacturer of diagnostic healthcare products that are sold worldwide.
CBU vs QDEL — Head-to-Head
Income Statement — Q4 2025 vs Q3 2026
| Metric | | |
|---|---|---|
| Revenue | $215.5M | $699.9M |
| Net Profit | $54.4M | $-733.0M |
| Gross Margin | — | — |
| Operating Margin | 33.4% | -100.7% |
| Net Margin | 25.3% | -104.7% |
| Revenue YoY | 9.8% | -3.7% |
| Net Profit YoY | 9.3% | -3583.4% |
| EPS (diluted) | $1.03 | $-10.78 |
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 | $215.5M | — | ||
| Q3 25 | $207.1M | $699.9M | ||
| Q2 25 | $199.3M | $613.9M | ||
| Q1 25 | $196.2M | $692.8M | ||
| Q4 24 | $196.3M | $707.8M | ||
| Q3 24 | $188.9M | $727.1M | ||
| Q2 24 | $183.8M | $637.0M | ||
| Q1 24 | $177.3M | $711.0M |
| Q4 25 | $54.4M | — | ||
| Q3 25 | $55.1M | $-733.0M | ||
| Q2 25 | $51.3M | $-255.4M | ||
| Q1 25 | $49.6M | $-12.7M | ||
| Q4 24 | $49.8M | $-178.4M | ||
| Q3 24 | $43.9M | $-19.9M | ||
| Q2 24 | $47.9M | $-147.7M | ||
| Q1 24 | $40.9M | $-1.7B |
| Q4 25 | 33.4% | — | ||
| Q3 25 | 35.3% | -100.7% | ||
| Q2 25 | 33.1% | -29.4% | ||
| Q1 25 | 32.7% | 4.7% | ||
| Q4 24 | 32.9% | -14.2% | ||
| Q3 24 | 30.2% | 2.1% | ||
| Q2 24 | 33.8% | -18.4% | ||
| Q1 24 | 29.9% | -247.3% |
| Q4 25 | 25.3% | — | ||
| Q3 25 | 26.6% | -104.7% | ||
| Q2 25 | 25.8% | -41.6% | ||
| Q1 25 | 25.3% | -1.8% | ||
| Q4 24 | 25.4% | -25.2% | ||
| Q3 24 | 23.2% | -2.7% | ||
| Q2 24 | 26.1% | -23.2% | ||
| Q1 24 | 23.1% | -239.9% |
| Q4 25 | $1.03 | — | ||
| Q3 25 | $1.04 | $-10.78 | ||
| Q2 25 | $0.97 | $-3.77 | ||
| Q1 25 | $0.93 | $-0.19 | ||
| Q4 24 | $0.94 | $-2.54 | ||
| Q3 24 | $0.83 | $-0.30 | ||
| Q2 24 | $0.91 | $-2.20 | ||
| Q1 24 | $0.76 | $-25.50 |
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 | $301.8M | $98.1M |
| Total DebtLower is stronger | — | $2.5B |
| Stockholders' EquityBook value | $2.0B | $2.0B |
| Total Assets | $17.3B | $5.7B |
| Debt / EquityLower = less leverage | — | 1.23× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $301.8M | — | ||
| Q3 25 | $245.2M | $98.1M | ||
| Q2 25 | $237.2M | $151.7M | ||
| Q1 25 | $518.0M | $127.1M | ||
| Q4 24 | $197.0M | $98.3M | ||
| Q3 24 | $346.1M | $143.7M | ||
| Q2 24 | $201.5M | $107.0M | ||
| Q1 24 | $338.4M | $78.5M |
| Q4 25 | — | — | ||
| Q3 25 | — | $2.5B | ||
| Q2 25 | — | $2.1B | ||
| Q1 25 | — | $2.1B | ||
| Q4 24 | — | $2.1B | ||
| Q3 24 | — | $2.2B | ||
| Q2 24 | — | $2.2B | ||
| Q1 24 | — | $2.2B |
| Q4 25 | $2.0B | — | ||
| Q3 25 | $1.9B | $2.0B | ||
| Q2 25 | $1.9B | $2.8B | ||
| Q1 25 | $1.8B | $3.0B | ||
| Q4 24 | $1.8B | $3.0B | ||
| Q3 24 | $1.8B | $3.2B | ||
| Q2 24 | $1.7B | $3.2B | ||
| Q1 24 | $1.7B | $3.3B |
| Q4 25 | $17.3B | — | ||
| Q3 25 | $17.0B | $5.7B | ||
| Q2 25 | $16.7B | $6.4B | ||
| Q1 25 | $16.8B | $6.5B | ||
| Q4 24 | $16.4B | $6.4B | ||
| Q3 24 | $16.4B | $6.8B | ||
| Q2 24 | $15.9B | $6.7B | ||
| Q1 24 | $15.9B | $6.7B |
| Q4 25 | — | — | ||
| Q3 25 | — | 1.23× | ||
| Q2 25 | — | 0.74× | ||
| Q1 25 | — | 0.70× | ||
| Q4 24 | — | 0.72× | ||
| Q3 24 | — | 0.68× | ||
| Q2 24 | — | 0.70× | ||
| Q1 24 | — | 0.68× |
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 | $84.6M | $-45.5M |
| Free Cash FlowOCF − Capex | $61.6M | $-94.7M |
| FCF MarginFCF / Revenue | 28.6% | -13.5% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 10.7% | 7.0% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.55× | — |
| TTM Free Cash FlowTrailing 4 quarters | $233.3M | $-153.1M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $84.6M | — | ||
| Q3 25 | $101.1M | $-45.5M | ||
| Q2 25 | $53.7M | $-46.8M | ||
| Q1 25 | $62.5M | $65.6M | ||
| Q4 24 | $65.7M | $63.7M | ||
| Q3 24 | $56.9M | $117.9M | ||
| Q2 24 | $39.8M | $-97.9M | ||
| Q1 24 | $79.9M | $-700.0K |
| Q4 25 | $61.6M | — | ||
| Q3 25 | $83.4M | $-94.7M | ||
| Q2 25 | $36.4M | $-84.3M | ||
| Q1 25 | $52.0M | $9.4M | ||
| Q4 24 | $58.5M | $16.5M | ||
| Q3 24 | $51.9M | $71.4M | ||
| Q2 24 | $33.8M | $-133.2M | ||
| Q1 24 | $77.3M | $-66.8M |
| Q4 25 | 28.6% | — | ||
| Q3 25 | 40.3% | -13.5% | ||
| Q2 25 | 18.3% | -13.7% | ||
| Q1 25 | 26.5% | 1.4% | ||
| Q4 24 | 29.8% | 2.3% | ||
| Q3 24 | 27.5% | 9.8% | ||
| Q2 24 | 18.4% | -20.9% | ||
| Q1 24 | 43.6% | -9.4% |
| Q4 25 | 10.7% | — | ||
| Q3 25 | 8.5% | 7.0% | ||
| Q2 25 | 8.7% | 6.1% | ||
| Q1 25 | 5.4% | 8.1% | ||
| Q4 24 | 3.7% | 6.7% | ||
| Q3 24 | 2.6% | 6.4% | ||
| Q2 24 | 3.3% | 5.5% | ||
| Q1 24 | 1.4% | 9.3% |
| Q4 25 | 1.55× | — | ||
| Q3 25 | 1.84× | — | ||
| Q2 25 | 1.05× | — | ||
| Q1 25 | 1.26× | — | ||
| Q4 24 | 1.32× | — | ||
| Q3 24 | 1.30× | — | ||
| Q2 24 | 0.83× | — | ||
| Q1 24 | 1.95× | — |
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
CBU
| Banking And Corporate Services | $156.6M | 73% |
| Employee Benefit Services | $36.9M | 17% |
| Insurance Services | $12.7M | 6% |
| Wealth Management Services | $9.6M | 4% |
QDEL
| Labs | $373.8M | 53% |
| Point Of Care | $164.6M | 24% |
| Immunohematology | $142.0M | 20% |
| Donor Screening | $14.7M | 2% |
| Molecular Diagnostics | $4.8M | 1% |
| Collaborative Arrangement Transaction With Party To Collaborative Arrangement | $2.1M | 0% |
