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Side-by-side financial comparison of Clear Channel Outdoor Holdings, Inc. (CCO) and Gaming & Leisure Properties, Inc. (GLPI). Click either name above to swap in a different company.
Clear Channel Outdoor Holdings, Inc. is the larger business by last-quarter revenue ($461.5M vs $420.0M, roughly 1.1× Gaming & Leisure Properties, Inc.). Gaming & Leisure Properties, Inc. runs the higher net margin — 57.0% vs 1.7%, a 55.3% gap on every dollar of revenue. On growth, Clear Channel Outdoor Holdings, Inc. posted the faster year-over-year revenue change (8.2% vs 6.3%). Over the past eight quarters, Clear Channel Outdoor Holdings, Inc.'s revenue compounded faster (18.8% CAGR vs 5.0%).
Clear Channel Outdoor Holdings, Inc. is a multinational corporation focused on outdoor advertising. The company is based in San Antonio, Texas.
Gaming and Leisure Properties, Inc. is a real estate investment trust (REIT) specializing in casino properties, based in Wyomissing, Pennsylvania. It was formed in November 2013 as a corporate spin-off from Penn National Gaming. The company owns 62 casino properties, all of which are leased to other companies.
CCO vs GLPI — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $461.5M | $420.0M |
| Net Profit | $8.0M | $239.4M |
| Gross Margin | — | — |
| Operating Margin | 23.3% | 79.4% |
| Net Margin | 1.7% | 57.0% |
| Revenue YoY | 8.2% | 6.3% |
| Net Profit YoY | 144.8% | 40.5% |
| EPS (diluted) | $0.01 | — |
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 | — | $420.0M | ||
| Q4 25 | $461.5M | $407.0M | ||
| Q3 25 | $405.6M | $397.6M | ||
| Q2 25 | $402.8M | $394.9M | ||
| Q1 25 | $334.2M | $395.2M | ||
| Q4 24 | $426.7M | $389.6M | ||
| Q3 24 | $375.2M | $385.3M | ||
| Q2 24 | $376.5M | $380.6M |
| Q1 26 | — | $239.4M | ||
| Q4 25 | $8.0M | $275.4M | ||
| Q3 25 | $-60.1M | $241.2M | ||
| Q2 25 | $9.5M | $151.4M | ||
| Q1 25 | $62.5M | $165.2M | ||
| Q4 24 | $-17.9M | $223.6M | ||
| Q3 24 | $-32.5M | $184.7M | ||
| Q2 24 | $-39.2M | $208.3M |
| Q1 26 | — | 79.4% | ||
| Q4 25 | 23.3% | 89.3% | ||
| Q3 25 | 19.9% | 84.8% | ||
| Q2 25 | 19.2% | 61.3% | ||
| Q1 25 | 13.5% | 65.5% | ||
| Q4 24 | 23.5% | 79.1% | ||
| Q3 24 | 17.8% | 70.4% | ||
| Q2 24 | 18.2% | 77.1% |
| Q1 26 | — | 57.0% | ||
| Q4 25 | 1.7% | 67.6% | ||
| Q3 25 | -14.8% | 60.7% | ||
| Q2 25 | 2.4% | 38.4% | ||
| Q1 25 | 18.7% | 41.8% | ||
| Q4 24 | -4.2% | 57.4% | ||
| Q3 24 | -8.7% | 47.9% | ||
| Q2 24 | -10.4% | 54.7% |
| Q1 26 | — | — | ||
| Q4 25 | $0.01 | $0.96 | ||
| Q3 25 | $-0.12 | $0.85 | ||
| Q2 25 | $0.02 | $0.54 | ||
| Q1 25 | $0.13 | $0.60 | ||
| Q4 24 | $-0.03 | $0.79 | ||
| Q3 24 | $-0.07 | $0.67 | ||
| Q2 24 | $-0.08 | $0.77 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $190.0M | $274.5M |
| Total DebtLower is stronger | $5.1B | — |
| Stockholders' EquityBook value | $-3.4B | $5.0B |
| Total Assets | $3.8B | $13.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $274.5M | ||
| Q4 25 | $190.0M | — | ||
| Q3 25 | $155.0M | — | ||
| Q2 25 | $138.6M | — | ||
| Q1 25 | $395.8M | — | ||
| Q4 24 | $109.7M | $560.8M | ||
| Q3 24 | $201.1M | $560.8M | ||
| Q2 24 | $189.3M | $560.8M |
| Q1 26 | — | — | ||
| Q4 25 | $5.1B | $7.2B | ||
| Q3 25 | $5.1B | $7.2B | ||
| Q2 25 | $5.1B | $6.9B | ||
| Q1 25 | $5.3B | $6.9B | ||
| Q4 24 | $5.7B | $7.7B | ||
| Q3 24 | $5.7B | $7.4B | ||
| Q2 24 | $5.7B | $6.6B |
| Q1 26 | — | $5.0B | ||
| Q4 25 | $-3.4B | $4.6B | ||
| Q3 25 | $-3.5B | $4.6B | ||
| Q2 25 | $-3.4B | $4.6B | ||
| Q1 25 | $-3.4B | $4.2B | ||
| Q4 24 | $-3.6B | $4.3B | ||
| Q3 24 | $-3.6B | $4.3B | ||
| Q2 24 | $-3.6B | $4.1B |
| Q1 26 | — | $13.8B | ||
| Q4 25 | $3.8B | $12.9B | ||
| Q3 25 | $3.8B | $12.8B | ||
| Q2 25 | $3.8B | $12.5B | ||
| Q1 25 | $4.0B | $12.1B | ||
| Q4 24 | $4.8B | $13.1B | ||
| Q3 24 | $4.6B | $12.7B | ||
| Q2 24 | $4.5B | $11.8B |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.56× | ||
| Q3 25 | — | 1.57× | ||
| Q2 25 | — | 1.51× | ||
| Q1 25 | — | 1.63× | ||
| Q4 24 | — | 1.81× | ||
| Q3 24 | — | 1.74× | ||
| Q2 24 | — | 1.60× |
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 | $56.3M | — |
| Free Cash FlowOCF − Capex | $30.3M | — |
| FCF MarginFCF / Revenue | 6.6% | — |
| Capex IntensityCapex / Revenue | 5.6% | — |
| Cash ConversionOCF / Net Profit | 7.04× | — |
| TTM Free Cash FlowTrailing 4 quarters | $32.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $56.3M | $1.1B | ||
| Q3 25 | $56.2M | $240.3M | ||
| Q2 25 | $-12.6M | $293.4M | ||
| Q1 25 | $14.9M | $252.5M | ||
| Q4 24 | $29.3M | $1.1B | ||
| Q3 24 | $54.5M | $270.4M | ||
| Q2 24 | $30.8M | $252.1M |
| Q1 26 | — | — | ||
| Q4 25 | $30.3M | — | ||
| Q3 25 | $41.4M | $183.0M | ||
| Q2 25 | $-29.2M | $272.3M | ||
| Q1 25 | $-10.6M | $239.6M | ||
| Q4 24 | $-27.8M | $1.1B | ||
| Q3 24 | $21.0M | $261.5M | ||
| Q2 24 | $5.2M | $245.0M |
| Q1 26 | — | — | ||
| Q4 25 | 6.6% | — | ||
| Q3 25 | 10.2% | 46.0% | ||
| Q2 25 | -7.2% | 69.0% | ||
| Q1 25 | -3.2% | 60.6% | ||
| Q4 24 | -6.5% | 275.3% | ||
| Q3 24 | 5.6% | 67.9% | ||
| Q2 24 | 1.4% | 64.4% |
| Q1 26 | — | — | ||
| Q4 25 | 5.6% | — | ||
| Q3 25 | 3.7% | 14.4% | ||
| Q2 25 | 4.1% | 5.3% | ||
| Q1 25 | 7.6% | 3.3% | ||
| Q4 24 | 13.4% | 0.0% | ||
| Q3 24 | 8.9% | 2.3% | ||
| Q2 24 | 6.8% | 1.9% |
| Q1 26 | — | — | ||
| Q4 25 | 7.04× | 4.10× | ||
| Q3 25 | — | 1.00× | ||
| Q2 25 | -1.32× | 1.94× | ||
| Q1 25 | 0.24× | 1.53× | ||
| Q4 24 | — | 4.80× | ||
| Q3 24 | — | 1.46× | ||
| Q2 24 | — | 1.21× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
