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Side-by-side financial comparison of Cadence Design Systems (CDNS) and Ryman Hospitality Properties, Inc. (RHP). Click either name above to swap in a different company.
Cadence Design Systems is the larger business by last-quarter revenue ($1.5B vs $737.8M, roughly 2.0× Ryman Hospitality Properties, Inc.). Cadence Design Systems runs the higher net margin — 22.8% vs 10.1%, a 12.7% gap on every dollar of revenue. On growth, Cadence Design Systems posted the faster year-over-year revenue change (14.1% vs 13.9%). Cadence Design Systems produced more free cash flow last quarter ($307.0M vs $58.5M). Over the past eight quarters, Ryman Hospitality Properties, Inc.'s revenue compounded faster (18.2% CAGR vs 17.9%).
Cadence Design Systems, Inc. is an American multinational technology and computational software company headquartered in San Jose, California. Initially specialized in electronic design automation (EDA) software for the semiconductor industry, currently the company makes software and hardware for designing products such as integrated circuits, systems on chips (SoCs), printed circuit boards, and pharmaceutical drugs, also licensing intellectual property for the electronics, aerospace, defense an...
Ryman Hospitality Properties, Inc. is a hotel, resort, entertainment, and media company named for one of its assets: the Ryman Auditorium, a National Historic Landmark in Nashville, Tennessee. The company's legal lineage can be traced back to its time as a subsidiary of Edward Gaylord's Oklahoma Publishing Company; however, the backbone of the modern entity was formed with the company's acquisition of WSM, Inc. in 1983. This purchase resulted in the ownership of the Grand Ole Opry and associa...
CDNS vs RHP — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.5B | $737.8M |
| Net Profit | $335.7M | $74.5M |
| Gross Margin | — | 41.4% |
| Operating Margin | 29.3% | 19.4% |
| Net Margin | 22.8% | 10.1% |
| Revenue YoY | 14.1% | 13.9% |
| Net Profit YoY | — | 3.0% |
| EPS (diluted) | $1.23 | $1.12 |
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 | $1.5B | — | ||
| Q4 25 | $1.4B | $737.8M | ||
| Q3 25 | $1.3B | $592.5M | ||
| Q2 25 | $1.3B | $659.5M | ||
| Q1 25 | $1.2B | $587.3M | ||
| Q4 24 | $1.4B | $647.6M | ||
| Q3 24 | $1.2B | $550.0M | ||
| Q2 24 | $1.1B | $613.3M |
| Q1 26 | $335.7M | — | ||
| Q4 25 | $388.1M | $74.5M | ||
| Q3 25 | $287.1M | $34.9M | ||
| Q2 25 | $160.1M | $71.8M | ||
| Q1 25 | $273.6M | $63.0M | ||
| Q4 24 | $340.2M | $72.3M | ||
| Q3 24 | $238.1M | $59.0M | ||
| Q2 24 | $229.5M | $100.8M |
| Q1 26 | — | — | ||
| Q4 25 | — | 41.4% | ||
| Q3 25 | — | 40.9% | ||
| Q2 25 | — | 49.7% | ||
| Q1 25 | — | 44.4% | ||
| Q4 24 | — | 40.4% | ||
| Q3 24 | — | 43.1% | ||
| Q2 24 | — | 48.4% |
| Q1 26 | 29.3% | — | ||
| Q4 25 | 32.2% | 19.4% | ||
| Q3 25 | 31.8% | 15.0% | ||
| Q2 25 | 19.0% | 21.1% | ||
| Q1 25 | 29.1% | 19.8% | ||
| Q4 24 | 33.7% | 18.6% | ||
| Q3 24 | 28.8% | 19.3% | ||
| Q2 24 | 27.7% | 27.4% |
| Q1 26 | 22.8% | — | ||
| Q4 25 | 27.0% | 10.1% | ||
| Q3 25 | 21.4% | 5.9% | ||
| Q2 25 | 12.5% | 10.9% | ||
| Q1 25 | 22.0% | 10.7% | ||
| Q4 24 | 25.1% | 11.2% | ||
| Q3 24 | 19.6% | 10.7% | ||
| Q2 24 | 21.6% | 16.4% |
| Q1 26 | $1.23 | — | ||
| Q4 25 | $1.42 | $1.12 | ||
| Q3 25 | $1.05 | $0.53 | ||
| Q2 25 | $0.59 | $1.12 | ||
| Q1 25 | $1.00 | $1.00 | ||
| Q4 24 | $1.23 | $1.12 | ||
| Q3 24 | $0.87 | $0.94 | ||
| Q2 24 | $0.84 | $1.65 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.4B | $471.4M |
| Total DebtLower is stronger | $2.5B | — |
| Stockholders' EquityBook value | $6.6B | $750.2M |
| Total Assets | $12.1B | $6.2B |
| Debt / EquityLower = less leverage | 0.38× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $1.4B | — | ||
| Q4 25 | $3.2B | $471.4M | ||
| Q3 25 | $2.8B | $483.3M | ||
| Q2 25 | $2.8B | $420.6M | ||
| Q1 25 | $2.8B | $413.9M | ||
| Q4 24 | $2.8B | $477.7M | ||
| Q3 24 | $2.8B | $534.9M | ||
| Q2 24 | $1.1B | $498.4M |
| Q1 26 | $2.5B | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $6.6B | — | ||
| Q4 25 | $5.5B | $750.2M | ||
| Q3 25 | $5.2B | $758.5M | ||
| Q2 25 | $5.0B | $800.4M | ||
| Q1 25 | $4.8B | $531.5M | ||
| Q4 24 | $4.7B | $549.0M | ||
| Q3 24 | $4.6B | $551.9M | ||
| Q2 24 | $4.3B | $562.6M |
| Q1 26 | $12.1B | — | ||
| Q4 25 | $10.2B | $6.2B | ||
| Q3 25 | $9.6B | $6.2B | ||
| Q2 25 | $9.5B | $6.1B | ||
| Q1 25 | $9.0B | $5.2B | ||
| Q4 24 | $9.0B | $5.2B | ||
| Q3 24 | $9.2B | $5.2B | ||
| Q2 24 | $7.2B | $5.1B |
| Q1 26 | 0.38× | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| 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 | $355.8M | $164.7M |
| Free Cash FlowOCF − Capex | $307.0M | $58.5M |
| FCF MarginFCF / Revenue | 20.8% | 7.9% |
| Capex IntensityCapex / Revenue | 9.6% | 14.4% |
| Cash ConversionOCF / Net Profit | 1.06× | 2.21× |
| TTM Free Cash FlowTrailing 4 quarters | $1.4B | $232.4M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $355.8M | — | ||
| Q4 25 | $553.5M | $164.7M | ||
| Q3 25 | $310.7M | $205.2M | ||
| Q2 25 | $377.6M | $122.5M | ||
| Q1 25 | $487.0M | $98.2M | ||
| Q4 24 | $441.4M | $166.6M | ||
| Q3 24 | $410.0M | $218.1M | ||
| Q2 24 | $156.0M | $184.3M |
| Q1 26 | $307.0M | — | ||
| Q4 25 | $512.5M | $58.5M | ||
| Q3 25 | $277.0M | $135.4M | ||
| Q2 25 | $333.5M | $53.0M | ||
| Q1 25 | $464.0M | $-14.5M | ||
| Q4 24 | $404.2M | $76.0M | ||
| Q3 24 | $383.5M | $85.7M | ||
| Q2 24 | $126.8M | $78.8M |
| Q1 26 | 20.8% | — | ||
| Q4 25 | 35.6% | 7.9% | ||
| Q3 25 | 20.7% | 22.9% | ||
| Q2 25 | 26.1% | 8.0% | ||
| Q1 25 | 37.3% | -2.5% | ||
| Q4 24 | 29.8% | 11.7% | ||
| Q3 24 | 31.5% | 15.6% | ||
| Q2 24 | 12.0% | 12.9% |
| Q1 26 | 9.6% | — | ||
| Q4 25 | 2.8% | 14.4% | ||
| Q3 25 | 2.5% | 11.8% | ||
| Q2 25 | 3.5% | 10.5% | ||
| Q1 25 | 1.9% | 19.2% | ||
| Q4 24 | 2.7% | 14.0% | ||
| Q3 24 | 2.2% | 24.1% | ||
| Q2 24 | 2.8% | 17.2% |
| Q1 26 | 1.06× | — | ||
| Q4 25 | 1.43× | 2.21× | ||
| Q3 25 | 1.08× | 5.88× | ||
| Q2 25 | 2.36× | 1.71× | ||
| Q1 25 | 1.78× | 1.56× | ||
| Q4 24 | 1.30× | 2.30× | ||
| Q3 24 | 1.72× | 3.70× | ||
| Q2 24 | 0.68× | 1.83× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CDNS
| Product and Maintenance | $1.3B | 92% |
| Services | $125.0M | 8% |
RHP
| Hotel Other | $157.7M | 21% |
| Gaylord Opryland | $147.4M | 20% |
| Hotel Transient Rooms | $93.6M | 13% |
| Hotel Food And Beverage Outlets | $92.2M | 12% |
| Gaylord Palms | $88.2M | 12% |
| Jw Marriott Hill Country | $53.7M | 7% |
| Entertainment Admissions And Ticketing | $43.1M | 6% |
| Entertainment Food And Beverage | $38.1M | 5% |
| Entertainment Retail And Other | $28.3M | 4% |
| Ac Hotel | $2.4M | 0% |
