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Side-by-side financial comparison of CANADIAN IMPERIAL BANK OF COMMERCE (CM) and CGI INC (GIB). Click either name above to swap in a different company.
CGI INC is the larger business by last-quarter revenue ($11.0B vs $6.1B, roughly 1.8× CANADIAN IMPERIAL BANK OF COMMERCE).
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.
CGI Inc. is a Canadian multinational information technology consulting and software development company headquartered in Montreal, Quebec, Canada. CGI went public in 1986 with a primary listing on the Toronto Stock Exchange. CGI is also a constituent of the S&P/TSX 60 and has a secondary listing on the New York Stock Exchange.
CM vs GIB — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2024
| Metric | | |
|---|---|---|
| Revenue | $6.1B | $11.0B |
| Net Profit | $2.3B | — |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 36.9% | — |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | — | — |
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 | — | ||
| Q3 25 | $5.3B | — | ||
| Q2 25 | $5.1B | — | ||
| Q2 24 | — | $11.0B |
| Q1 26 | $2.3B | — | ||
| Q3 25 | $1.5B | — | ||
| Q2 25 | $1.5B | — | ||
| Q2 24 | — | — |
| Q1 26 | 36.9% | — | ||
| Q3 25 | 28.9% | — | ||
| Q2 25 | 28.6% | — | ||
| 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 | $8.0B | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $47.9B | — |
| Total Assets | $826.8B | — |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $8.0B | — | ||
| Q3 25 | $13.9B | — | ||
| Q2 25 | $10.2B | — | ||
| Q2 24 | — | — |
| Q1 26 | $47.9B | — | ||
| Q3 25 | $45.9B | — | ||
| Q2 25 | $45.2B | — | ||
| Q2 24 | — | — |
| Q1 26 | $826.8B | — | ||
| Q3 25 | $804.6B | — | ||
| Q2 25 | $795.8B | — | ||
| 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 | $-1.6B | $1.5B |
| Free Cash FlowOCF − Capex | — | $1.4B |
| FCF MarginFCF / Revenue | — | 12.3% |
| Capex IntensityCapex / Revenue | — | 1.1% |
| Cash ConversionOCF / Net Profit | -0.69× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $-1.6B | — | ||
| Q3 25 | $4.3B | — | ||
| Q2 25 | $667.2M | — | ||
| Q2 24 | — | $1.5B |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | $1.4B |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | 12.3% |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | 1.1% |
| Q1 26 | -0.69× | — | ||
| Q3 25 | 2.80× | — | ||
| Q2 25 | 0.46× | — | ||
| Q2 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
