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Side-by-side financial comparison of Churchill Downs Inc (CHDN) and PLEXUS CORP (PLXS). Click either name above to swap in a different company.
PLEXUS CORP is the larger business by last-quarter revenue ($1.2B vs $663.0M, roughly 1.8× Churchill Downs Inc). Churchill Downs Inc runs the higher net margin — 12.5% vs 4.3%, a 8.2% gap on every dollar of revenue. On growth, PLEXUS CORP posted the faster year-over-year revenue change (18.7% vs 3.1%). Over the past eight quarters, PLEXUS CORP's revenue compounded faster (7.2% CAGR vs -13.7%).
Churchill Downs Incorporated is the parent company of Churchill Downs. The company has evolved from one racetrack in Louisville, Kentucky, to a multi American-state-wide, publicly traded company with racetracks, casinos and an online wagering company among its portfolio of businesses.
Plex Systems, Inc. is an American software company based in Troy, Michigan. The company develops and markets the Plex Manufacturing Cloud, a software as a service (SaaS) or cloud computing ERP for manufacturing.
CHDN vs PLXS — Head-to-Head
Income Statement — Q1 FY2026 vs Q2 FY2026
| Metric | | |
|---|---|---|
| Revenue | $663.0M | $1.2B |
| Net Profit | $83.0M | $49.8M |
| Gross Margin | — | 10.2% |
| Operating Margin | 21.6% | 5.3% |
| Net Margin | 12.5% | 4.3% |
| Revenue YoY | 3.1% | 18.7% |
| Net Profit YoY | 7.8% | 27.5% |
| EPS (diluted) | $1.16 | $1.82 |
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 | $663.0M | $1.1B | ||
| Q4 25 | $665.9M | — | ||
| Q3 25 | $683.0M | — | ||
| Q2 25 | $934.4M | — | ||
| Q1 25 | $642.6M | — | ||
| Q4 24 | $624.2M | — | ||
| Q3 24 | $628.5M | — | ||
| Q2 24 | $890.7M | — |
| Q1 26 | $83.0M | $41.2M | ||
| Q4 25 | $51.3M | — | ||
| Q3 25 | $38.1M | — | ||
| Q2 25 | $216.9M | — | ||
| Q1 25 | $76.7M | — | ||
| Q4 24 | $71.7M | — | ||
| Q3 24 | $65.4M | — | ||
| Q2 24 | $209.3M | — |
| Q1 26 | — | 9.9% | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | 21.6% | 5.1% | ||
| Q4 25 | 18.5% | — | ||
| Q3 25 | 14.3% | — | ||
| Q2 25 | 35.1% | — | ||
| Q1 25 | 20.9% | — | ||
| Q4 24 | 20.3% | — | ||
| Q3 24 | 20.0% | — | ||
| Q2 24 | 37.0% | — |
| Q1 26 | 12.5% | 3.8% | ||
| Q4 25 | 7.7% | — | ||
| Q3 25 | 5.6% | — | ||
| Q2 25 | 23.2% | — | ||
| Q1 25 | 11.9% | — | ||
| Q4 24 | 11.5% | — | ||
| Q3 24 | 10.4% | — | ||
| Q2 24 | 23.5% | — |
| Q1 26 | $1.16 | $1.51 | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $200.0M | $303.1M |
| Total DebtLower is stronger | $840.0M | — |
| Stockholders' EquityBook value | — | $1.5B |
| Total Assets | $7.5B | $3.4B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $200.0M | $248.8M | ||
| Q4 25 | $200.6M | — | ||
| Q3 25 | $180.5M | — | ||
| Q2 25 | $182.4M | — | ||
| Q1 25 | $174.2M | — | ||
| Q4 24 | $175.5M | — | ||
| Q3 24 | $152.7M | — | ||
| Q2 24 | $140.3M | — |
| Q1 26 | $840.0M | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $1.5B | ||
| Q4 25 | $1.0B | — | ||
| Q3 25 | $1.0B | — | ||
| Q2 25 | $1.0B | — | ||
| Q1 25 | $1.1B | — | ||
| Q4 24 | $1.1B | — | ||
| Q3 24 | $1.1B | — | ||
| Q2 24 | $1.0B | — |
| Q1 26 | $7.5B | $3.2B | ||
| Q4 25 | $7.5B | — | ||
| Q3 25 | $7.5B | — | ||
| Q2 25 | $7.4B | — | ||
| Q1 25 | $7.3B | — | ||
| Q4 24 | $7.3B | — | ||
| Q3 24 | $7.2B | — | ||
| Q2 24 | $7.2B | — |
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 | $295.0M | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 3.55× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $295.0M | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $187.7M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $246.5M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $169.4M | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $166.3M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $233.9M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $154.4M | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 24.3% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 36.4% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 24.6% | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.6% | — | ||
| Q3 25 | 3.1% | — | ||
| Q2 25 | 2.0% | — | ||
| Q1 25 | 2.0% | — | ||
| Q4 24 | 5.4% | — | ||
| Q3 24 | 2.4% | — | ||
| Q2 24 | 2.5% | — |
| Q1 26 | 3.55× | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 4.93× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 3.21× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 2.59× | — | ||
| Q2 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CHDN
| Live and Historical Racing | $297.0M | 45% |
| Gaming | $257.0M | 39% |
| Wagering Services and Solutions | $109.0M | 16% |
PLXS
| Asia-Pacific | $652.0M | 56% |
| Americas | $397.0M | 34% |
| Europe, Middle East and Africa | $116.0M | 10% |
