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Side-by-side financial comparison of Carlyle Group Inc. (CG) and Prologis (PLD). Click either name above to swap in a different company.
Prologis is the larger business by last-quarter revenue ($2.3B vs $1.9B, roughly 1.2× Carlyle Group Inc.). Prologis runs the higher net margin — 62.1% vs 18.8%, a 43.3% gap on every dollar of revenue. On growth, Carlyle Group Inc. posted the faster year-over-year revenue change (84.1% vs 2.4%). Over the past eight quarters, Carlyle Group Inc.'s revenue compounded faster (66.2% CAGR vs 7.3%).
The Carlyle Group Inc. is an American multinational company with operations in private equity, alternative asset management and financial services. As of 2023, the company had $426 billion of assets under management.
Prologis, Inc. is a real estate investment trust headquartered in San Francisco, California that invests in logistics facilities. The company was formed through the merger of AMB Property Corporation and Prologis in June 2011, which made Prologis the largest industrial real estate company in the world. As of 2025, the company operates more than 15,000 land acres and over 6,000 buildings comprising about 1.
CG vs PLD — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.9B | $2.3B |
| Net Profit | $358.1M | $1.4B |
| Gross Margin | — | — |
| Operating Margin | 24.3% | 72.2% |
| Net Margin | 18.8% | 62.1% |
| Revenue YoY | 84.1% | 2.4% |
| Net Profit YoY | 69.8% | 9.5% |
| EPS (diluted) | $0.96 | $1.50 |
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.
| Q4 25 | $1.9B | $2.3B | ||
| Q3 25 | $332.7M | $2.2B | ||
| Q2 25 | $1.6B | $2.2B | ||
| Q1 25 | $973.1M | $2.1B | ||
| Q4 24 | $1.0B | $2.2B | ||
| Q3 24 | $2.6B | $2.0B | ||
| Q2 24 | $1.1B | $2.0B | ||
| Q1 24 | $688.4M | $2.0B |
| Q4 25 | $358.1M | $1.4B | ||
| Q3 25 | $900.0K | $764.3M | ||
| Q2 25 | $319.7M | $571.2M | ||
| Q1 25 | $130.0M | $593.0M | ||
| Q4 24 | $210.9M | $1.3B | ||
| Q3 24 | $595.7M | $1.0B | ||
| Q2 24 | $148.2M | $861.3M | ||
| Q1 24 | $65.6M | $585.7M |
| Q4 25 | 24.3% | 72.2% | ||
| Q3 25 | 25.8% | 42.5% | ||
| Q2 25 | 28.0% | 41.8% | ||
| Q1 25 | 17.6% | 41.1% | ||
| Q4 24 | 25.7% | 64.6% | ||
| Q3 24 | 29.9% | 61.4% | ||
| Q2 24 | 20.5% | 51.0% | ||
| Q1 24 | 17.5% | 36.8% |
| Q4 25 | 18.8% | 62.1% | ||
| Q3 25 | 0.3% | 34.5% | ||
| Q2 25 | 20.3% | 26.2% | ||
| Q1 25 | 13.4% | 27.7% | ||
| Q4 24 | 20.4% | 58.1% | ||
| Q3 24 | 22.6% | 49.4% | ||
| Q2 24 | 13.9% | 42.9% | ||
| Q1 24 | 9.5% | 29.9% |
| Q4 25 | $0.96 | $1.50 | ||
| Q3 25 | $0.00 | $0.82 | ||
| Q2 25 | $0.87 | $0.61 | ||
| Q1 25 | $0.35 | $0.63 | ||
| Q4 24 | $0.56 | $1.38 | ||
| Q3 24 | $1.63 | $1.08 | ||
| Q2 24 | $0.40 | $0.92 | ||
| Q1 24 | $0.18 | $0.63 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $2.0B | $1.1B |
| Total DebtLower is stronger | — | $35.0B |
| Stockholders' EquityBook value | $7.1B | $53.2B |
| Total Assets | $29.1B | $98.7B |
| Debt / EquityLower = less leverage | — | 0.66× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $2.0B | $1.1B | ||
| Q3 25 | $2.2B | $1.2B | ||
| Q2 25 | $1.3B | $1.1B | ||
| Q1 25 | $1.2B | $671.1M | ||
| Q4 24 | $1.3B | $1.3B | ||
| Q3 24 | $1.4B | $780.9M | ||
| Q2 24 | $914.8M | $598.3M | ||
| Q1 24 | $1.3B | $500.6M |
| Q4 25 | — | $35.0B | ||
| Q3 25 | — | $35.3B | ||
| Q2 25 | — | $34.7B | ||
| Q1 25 | — | $32.3B | ||
| Q4 24 | — | $30.9B | ||
| Q3 24 | — | $32.3B | ||
| Q2 24 | — | $29.9B | ||
| Q1 24 | — | $29.6B |
| Q4 25 | $7.1B | $53.2B | ||
| Q3 25 | $6.8B | $52.6B | ||
| Q2 25 | $6.7B | $52.7B | ||
| Q1 25 | $6.4B | $53.5B | ||
| Q4 24 | $6.3B | $54.0B | ||
| Q3 24 | $6.3B | $53.1B | ||
| Q2 24 | $5.7B | $53.3B | ||
| Q1 24 | $5.7B | $53.2B |
| Q4 25 | $29.1B | $98.7B | ||
| Q3 25 | $27.1B | $98.3B | ||
| Q2 25 | $25.1B | $97.7B | ||
| Q1 25 | $24.1B | $96.0B | ||
| Q4 24 | $23.1B | $95.3B | ||
| Q3 24 | $22.7B | $95.9B | ||
| Q2 24 | $22.3B | $93.5B | ||
| Q1 24 | $20.8B | $93.3B |
| Q4 25 | — | 0.66× | ||
| Q3 25 | — | 0.67× | ||
| Q2 25 | — | 0.66× | ||
| Q1 25 | — | 0.60× | ||
| Q4 24 | — | 0.57× | ||
| Q3 24 | — | 0.61× | ||
| Q2 24 | — | 0.56× | ||
| Q1 24 | — | 0.56× |
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 | $-1.2B | $1.2B |
| Free Cash FlowOCF − Capex | $-1.2B | — |
| FCF MarginFCF / Revenue | -65.1% | — |
| Capex IntensityCapex / Revenue | 2.2% | — |
| Cash ConversionOCF / Net Profit | -3.34× | 0.83× |
| TTM Free Cash FlowTrailing 4 quarters | $-3.4B | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-1.2B | $1.2B | ||
| Q3 25 | $-1.6B | $1.4B | ||
| Q2 25 | $-168.8M | $1.2B | ||
| Q1 25 | $-352.1M | $1.2B | ||
| Q4 24 | $-352.8M | $1.3B | ||
| Q3 24 | $791.9M | $1.4B | ||
| Q2 24 | $-1.3B | $1.1B | ||
| Q1 24 | $71.1M | $1.1B |
| Q4 25 | $-1.2B | — | ||
| Q3 25 | $-1.6B | — | ||
| Q2 25 | $-186.3M | — | ||
| Q1 25 | $-368.8M | — | ||
| Q4 24 | $-379.5M | — | ||
| Q3 24 | $772.8M | — | ||
| Q2 24 | $-1.3B | — | ||
| Q1 24 | $56.9M | — |
| Q4 25 | -65.1% | — | ||
| Q3 25 | -475.7% | — | ||
| Q2 25 | -11.8% | — | ||
| Q1 25 | -37.9% | — | ||
| Q4 24 | -36.8% | — | ||
| Q3 24 | 29.3% | — | ||
| Q2 24 | -120.4% | — | ||
| Q1 24 | 8.3% | — |
| Q4 25 | 2.2% | — | ||
| Q3 25 | 7.0% | — | ||
| Q2 25 | 1.1% | — | ||
| Q1 25 | 1.7% | — | ||
| Q4 24 | 2.6% | — | ||
| Q3 24 | 0.7% | — | ||
| Q2 24 | 1.7% | — | ||
| Q1 24 | 2.1% | — |
| Q4 25 | -3.34× | 0.83× | ||
| Q3 25 | -1732.78× | 1.89× | ||
| Q2 25 | -0.53× | 2.17× | ||
| Q1 25 | -2.71× | 1.96× | ||
| Q4 24 | -1.67× | 1.04× | ||
| Q3 24 | 1.33× | 1.43× | ||
| Q2 24 | -8.57× | 1.26× | ||
| Q1 24 | 1.08× | 1.80× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CG
| Fund Management Fee | $606.8M | 32% |
| Other | $528.7M | 28% |
| Global Private Equity Segment | $307.3M | 16% |
| Global Credit Segment | $238.0M | 13% |
| Carlyle Alp Invest Segment | $124.6M | 7% |
| Incentive Fee | $55.4M | 3% |
| Fee Related Performance Revenues | $29.2M | 2% |
| Investment Advice | $11.1M | 1% |
PLD
| Real Estate Operations Segment | $2.0B | 88% |
| Unconsolidated Co Investment Ventures | $131.7M | 6% |
| Other | $82.6M | 4% |
| Strategic Capital Segment | $49.9M | 2% |
