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Side-by-side financial comparison of CANADIAN IMPERIAL BANK OF COMMERCE (CM) and Edison International (EIX). Click either name above to swap in a different company.
CANADIAN IMPERIAL BANK OF COMMERCE is the larger business by last-quarter revenue ($6.1B vs $5.2B, roughly 1.2× Edison International). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 35.4%, a 1.5% gap on every dollar of revenue.
The Imperial Bank of Canada was a Canadian bank that operated from 1873 to 1961. In 1961, Imperial merged with the Canadian Bank of Commerce to become the Canadian Imperial Bank of Commerce.
Edison International is a public utility holding company based in Rosemead, California. Its subsidiaries include Southern California Edison, and unregulated non-utility business assets Edison Energy. Edison's roots trace back to Holt & Knupps, a company founded in 1886 as a provider of street lights in Visalia, California.
CM vs EIX — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $6.1B | $5.2B |
| Net Profit | $2.3B | $1.8B |
| Gross Margin | — | — |
| Operating Margin | — | 52.8% |
| Net Margin | 36.9% | 35.4% |
| Revenue YoY | — | 30.8% |
| Net Profit YoY | — | 443.5% |
| EPS (diluted) | — | $4.78 |
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 | $6.1B | — | ||
| Q4 25 | — | $5.2B | ||
| Q3 25 | $5.3B | $5.8B | ||
| Q2 25 | $5.1B | $4.5B | ||
| Q1 25 | — | $3.8B | ||
| Q4 24 | — | $4.0B | ||
| Q3 24 | — | $5.2B | ||
| Q2 24 | — | $4.3B |
| Q1 26 | $2.3B | — | ||
| Q4 25 | — | $1.8B | ||
| Q3 25 | $1.5B | $832.0M | ||
| Q2 25 | $1.5B | $343.0M | ||
| Q1 25 | — | $1.4B | ||
| Q4 24 | — | $340.0M | ||
| Q3 24 | — | $516.0M | ||
| Q2 24 | — | $439.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | 52.8% | ||
| Q3 25 | — | 24.9% | ||
| Q2 25 | — | 17.1% | ||
| Q1 25 | — | 56.0% | ||
| Q4 24 | — | 19.8% | ||
| Q3 24 | — | 19.1% | ||
| Q2 24 | — | 20.8% |
| Q1 26 | 36.9% | — | ||
| Q4 25 | — | 35.4% | ||
| Q3 25 | 28.9% | 14.5% | ||
| Q2 25 | 28.6% | 7.6% | ||
| Q1 25 | — | 37.7% | ||
| Q4 24 | — | 8.5% | ||
| Q3 24 | — | 9.9% | ||
| Q2 24 | — | 10.1% |
| Q1 26 | — | — | ||
| Q4 25 | — | $4.78 | ||
| Q3 25 | — | $2.16 | ||
| Q2 25 | — | $0.89 | ||
| Q1 25 | — | $3.72 | ||
| Q4 24 | — | $0.89 | ||
| Q3 24 | — | $1.32 | ||
| Q2 24 | — | $1.13 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $8.0B | $158.0M |
| Total DebtLower is stronger | — | $38.0B |
| Stockholders' EquityBook value | $47.9B | $17.6B |
| Total Assets | $826.8B | $94.0B |
| Debt / EquityLower = less leverage | — | 2.16× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $8.0B | — | ||
| Q4 25 | — | $158.0M | ||
| Q3 25 | $13.9B | $364.0M | ||
| Q2 25 | $10.2B | $140.0M | ||
| Q1 25 | — | $1.3B | ||
| Q4 24 | — | $193.0M | ||
| Q3 24 | — | $200.0M | ||
| Q2 24 | — | $465.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $38.0B | ||
| Q3 25 | — | $36.4B | ||
| Q2 25 | — | $37.7B | ||
| Q1 25 | — | $38.4B | ||
| Q4 24 | — | $35.6B | ||
| Q3 24 | — | $34.9B | ||
| Q2 24 | — | $34.8B |
| Q1 26 | $47.9B | — | ||
| Q4 25 | — | $17.6B | ||
| Q3 25 | $45.9B | $17.2B | ||
| Q2 25 | $45.2B | $16.7B | ||
| Q1 25 | — | $16.6B | ||
| Q4 24 | — | $15.6B | ||
| Q3 24 | — | $15.7B | ||
| Q2 24 | — | $15.4B |
| Q1 26 | $826.8B | — | ||
| Q4 25 | — | $94.0B | ||
| Q3 25 | $804.6B | $90.5B | ||
| Q2 25 | $795.8B | $88.8B | ||
| Q1 25 | — | $88.4B | ||
| Q4 24 | — | $85.6B | ||
| Q3 24 | — | $84.7B | ||
| Q2 24 | — | $84.8B |
| Q1 26 | — | — | ||
| Q4 25 | — | 2.16× | ||
| Q3 25 | — | 2.12× | ||
| Q2 25 | — | 2.26× | ||
| Q1 25 | — | 2.31× | ||
| Q4 24 | — | 2.29× | ||
| Q3 24 | — | 2.23× | ||
| Q2 24 | — | 2.26× |
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 | $-1.6B | $1.6B |
| Free Cash FlowOCF − Capex | — | $-319.0M |
| FCF MarginFCF / Revenue | — | -6.1% |
| Capex IntensityCapex / Revenue | — | 36.3% |
| Cash ConversionOCF / Net Profit | -0.69× | 0.85× |
| TTM Free Cash FlowTrailing 4 quarters | — | $-715.0M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $-1.6B | — | ||
| Q4 25 | — | $1.6B | ||
| Q3 25 | $4.3B | $2.1B | ||
| Q2 25 | $667.2M | $882.0M | ||
| Q1 25 | — | $1.2B | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | — | $2.5B | ||
| Q2 24 | — | $329.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $-319.0M | ||
| Q3 25 | — | $618.0M | ||
| Q2 25 | — | $-830.0M | ||
| Q1 25 | — | $-184.0M | ||
| Q4 24 | — | $-326.0M | ||
| Q3 24 | — | $961.0M | ||
| Q2 24 | — | $-1.1B |
| Q1 26 | — | — | ||
| Q4 25 | — | -6.1% | ||
| Q3 25 | — | 10.7% | ||
| Q2 25 | — | -18.3% | ||
| Q1 25 | — | -4.8% | ||
| Q4 24 | — | -8.2% | ||
| Q3 24 | — | 18.5% | ||
| Q2 24 | — | -25.2% |
| Q1 26 | — | — | ||
| Q4 25 | — | 36.3% | ||
| Q3 25 | — | 26.2% | ||
| Q2 25 | — | 37.7% | ||
| Q1 25 | — | 36.9% | ||
| Q4 24 | — | 37.6% | ||
| Q3 24 | — | 29.1% | ||
| Q2 24 | — | 32.8% |
| Q1 26 | -0.69× | — | ||
| Q4 25 | — | 0.85× | ||
| Q3 25 | 2.80× | 2.55× | ||
| Q2 25 | 0.46× | 2.57× | ||
| Q1 25 | — | 0.85× | ||
| Q4 24 | — | 3.44× | ||
| Q3 24 | — | 4.79× | ||
| Q2 24 | — | 0.75× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CM
Segment breakdown not available.
EIX
| Commercial | $2.2B | 43% |
| Residential | $1.2B | 23% |
| Other | $966.0M | 19% |
| Other Operating Revenue | $802.0M | 15% |
