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Side-by-side financial comparison of CANADIAN IMPERIAL BANK OF COMMERCE (CM) and ROYAL BANK OF CANADA (RY). Click either name above to swap in a different company.
ROYAL BANK OF CANADA is the larger business by last-quarter revenue ($13.1B vs $6.1B, roughly 2.1× CANADIAN IMPERIAL BANK OF COMMERCE). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 32.2%, a 4.7% 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.
The Royal Bank of Canada is a Canadian multinational financial services company and the largest bank in Canada by market capitalization. The bank serves over 18 million clients and has more than 98,000 employees worldwide. Founded in 1864 in Halifax, Nova Scotia, it maintains its corporate headquarters in Toronto and its head office in Montreal. RBC's institution number is 003. In November 2017, RBC was added to the Financial Stability Board's list of global systemically important banks.
CM vs RY — Head-to-Head
Income Statement — Q1 2026 vs Q1 2026
| Metric | | |
|---|---|---|
| Revenue | $6.1B | $13.1B |
| Net Profit | $2.3B | $4.2B |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 36.9% | 32.2% |
| 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 | $13.1B | ||
| Q3 25 | $5.3B | $12.4B | ||
| Q2 25 | $5.1B | $11.4B |
| Q1 26 | $2.3B | $4.2B | ||
| Q3 25 | $1.5B | $4.0B | ||
| Q2 25 | $1.5B | $3.2B |
| Q1 26 | 36.9% | 32.2% | ||
| Q3 25 | 28.9% | 31.9% | ||
| Q2 25 | 28.6% | 28.0% |
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 | $33.7B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $47.9B | $102.1B |
| Total Assets | $826.8B | $1709.9B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $8.0B | $33.7B | ||
| Q3 25 | $13.9B | $25.5B | ||
| Q2 25 | $10.2B | $35.5B |
| Q1 26 | $47.9B | $102.1B | ||
| Q3 25 | $45.9B | $99.0B | ||
| Q2 25 | $45.2B | $96.7B |
| Q1 26 | $826.8B | $1709.9B | ||
| Q3 25 | $804.6B | $1626.4B | ||
| Q2 25 | $795.8B | $1636.8B |
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 | $27.7B |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | -0.69× | 6.55× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $-1.6B | $27.7B | ||
| Q3 25 | $4.3B | $21.2B | ||
| Q2 25 | $667.2M | $7.2B |
| Q1 26 | -0.69× | 6.55× | ||
| Q3 25 | 2.80× | 5.36× | ||
| Q2 25 | 0.46× | 2.24× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
