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Side-by-side financial comparison of CANADIAN IMPERIAL BANK OF COMMERCE (CM) and TELUS CORP (TU). 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 $3.7B, roughly 1.7× TELUS CORP). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs -4.8%, a 41.7% 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.
TELUS CORPTUEarnings & Financial Report
Telus Corporation is a Canadian publicly traded holding company and conglomerate, headquartered in Vancouver, British Columbia, which is the parent company of several subsidiaries: Telus Communications offers telephony, television, data and Internet services; Telus Mobility offers wireless services; Telus Health operates companies that provide health products and services; and Telus Digital operates worldwide, providing multilingual customer service outsourcing and digital IT services. Telus ...
CM vs TU — Head-to-Head
Income Statement — Q1 FY2026 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $6.1B | $3.7B |
| Net Profit | $2.3B | $-178.8M |
| Gross Margin | — | 90.2% |
| Operating Margin | — | 3.4% |
| Net Margin | 36.9% | -4.8% |
| Revenue YoY | — | 2.2% |
| Net Profit YoY | — | -210.9% |
| 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 | $3.7B | ||
| Q2 24 | — | $3.6B |
| Q1 26 | $2.3B | — | ||
| Q3 25 | $1.5B | — | ||
| Q2 25 | $1.5B | $-178.8M | ||
| Q2 24 | — | $161.3M |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 90.2% | ||
| Q2 24 | — | 87.9% |
| Q1 26 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 3.4% | ||
| Q2 24 | — | 13.7% |
| Q1 26 | 36.9% | — | ||
| Q3 25 | 28.9% | — | ||
| Q2 25 | 28.6% | -4.8% | ||
| Q2 24 | — | 4.4% |
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 | $2.7B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $47.9B | $11.8B |
| Total Assets | $826.8B | $44.3B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $8.0B | — | ||
| Q3 25 | $13.9B | — | ||
| Q2 25 | $10.2B | $2.7B | ||
| Q2 24 | — | $676.7M |
| Q1 26 | $47.9B | — | ||
| Q3 25 | $45.9B | — | ||
| Q2 25 | $45.2B | $11.8B | ||
| Q2 24 | — | $12.4B |
| Q1 26 | $826.8B | — | ||
| Q3 25 | $804.6B | — | ||
| Q2 25 | $795.8B | $44.3B | ||
| Q2 24 | — | $41.8B |
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 | $851.2M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| 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 | $851.2M | ||
| Q2 24 | — | $1.0B |
| Q1 26 | -0.69× | — | ||
| Q3 25 | 2.80× | — | ||
| Q2 25 | 0.46× | — | ||
| Q2 24 | — | 6.28× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
