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Side-by-side financial comparison of Compass, Inc. (COMP) and Digital Realty (DLR). Click either name above to swap in a different company.
Compass, Inc. is the larger business by last-quarter revenue ($1.7B vs $1.6B, roughly 1.0× Digital Realty). Digital Realty runs the higher net margin — 6.0% vs -2.5%, a 8.5% gap on every dollar of revenue. On growth, Compass, Inc. posted the faster year-over-year revenue change (23.1% vs 16.1%). Over the past eight quarters, Compass, Inc.'s revenue compounded faster (27.0% CAGR vs 9.8%).
Compass, Inc. operates a residential real estate brokerage in the United States. It has approximately 33,000 agents, who are generally independent contractors, on its platform. It operates under many brand names including Compass, Better Homes and Gardens Real Estate, Century 21 Real Estate, Coldwell Banker, Corcoran Group, Sotheby's International Realty, and Christie's International Real Estate.
Digital Realty is a real estate investment trust that owns, operates and invests in carrier-neutral data centers across the world. The company offers data center, colocation, and interconnection services.
COMP vs DLR — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.7B | $1.6B |
| Net Profit | $-42.6M | $98.6M |
| Gross Margin | — | — |
| Operating Margin | -2.5% | 6.9% |
| Net Margin | -2.5% | 6.0% |
| Revenue YoY | 23.1% | 16.1% |
| Net Profit YoY | -5.2% | -10.3% |
| EPS (diluted) | $-0.07 | $0.22 |
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 | — | $1.6B | ||
| Q4 25 | $1.7B | $1.6B | ||
| Q3 25 | $1.8B | $1.6B | ||
| Q2 25 | $2.1B | $1.5B | ||
| Q1 25 | $1.4B | $1.4B | ||
| Q4 24 | $1.4B | $1.4B | ||
| Q3 24 | $1.5B | $1.4B | ||
| Q2 24 | $1.7B | $1.4B |
| Q1 26 | — | $98.6M | ||
| Q4 25 | $-42.6M | $98.6M | ||
| Q3 25 | $-4.6M | $67.8M | ||
| Q2 25 | $39.4M | $1.0B | ||
| Q1 25 | $-50.7M | $110.0M | ||
| Q4 24 | $-40.5M | $189.6M | ||
| Q3 24 | $-1.7M | $51.2M | ||
| Q2 24 | $20.7M | $80.2M |
| Q1 26 | — | 6.9% | ||
| Q4 25 | -2.5% | 6.9% | ||
| Q3 25 | -0.4% | 8.8% | ||
| Q2 25 | 1.9% | 14.2% | ||
| Q1 25 | -4.0% | 13.9% | ||
| Q4 24 | -2.9% | 10.1% | ||
| Q3 24 | -0.2% | 11.8% | ||
| Q2 24 | 1.3% | 0.7% |
| Q1 26 | — | 6.0% | ||
| Q4 25 | -2.5% | 6.0% | ||
| Q3 25 | -0.2% | 4.3% | ||
| Q2 25 | 1.9% | 69.1% | ||
| Q1 25 | -3.7% | 7.8% | ||
| Q4 24 | -2.9% | 13.2% | ||
| Q3 24 | -0.1% | 3.6% | ||
| Q2 24 | 1.2% | 5.9% |
| Q1 26 | — | $0.22 | ||
| Q4 25 | $-0.07 | $0.22 | ||
| Q3 25 | $-0.01 | $0.15 | ||
| Q2 25 | $0.07 | $2.94 | ||
| Q1 25 | $-0.09 | $0.27 | ||
| Q4 24 | $-0.08 | $0.50 | ||
| Q3 24 | $0.00 | $0.09 | ||
| Q2 24 | $0.04 | $0.20 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $199.0M | $3.5B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $782.0M | $22.9B |
| Total Assets | $1.5B | $49.4B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $3.5B | ||
| Q4 25 | $199.0M | $3.5B | ||
| Q3 25 | $170.3M | $3.3B | ||
| Q2 25 | $177.3M | $3.6B | ||
| Q1 25 | $127.0M | $2.3B | ||
| Q4 24 | $223.8M | $3.9B | ||
| Q3 24 | $211.2M | $2.2B | ||
| Q2 24 | $185.8M | $2.3B |
| Q1 26 | — | $22.9B | ||
| Q4 25 | $782.0M | $22.9B | ||
| Q3 25 | $773.3M | $23.0B | ||
| Q2 25 | $719.9M | $22.9B | ||
| Q1 25 | $635.0M | $21.3B | ||
| Q4 24 | $409.4M | $21.3B | ||
| Q3 24 | $428.0M | $21.2B | ||
| Q2 24 | $398.4M | $20.5B |
| Q1 26 | — | $49.4B | ||
| Q4 25 | $1.5B | $49.4B | ||
| Q3 25 | $1.6B | $48.7B | ||
| Q2 25 | $1.6B | $48.7B | ||
| Q1 25 | $1.5B | $45.1B | ||
| Q4 24 | $1.2B | $45.3B | ||
| Q3 24 | $1.2B | $45.3B | ||
| Q2 24 | $1.2B | $43.6B |
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 | $45.3M | — |
| Free Cash FlowOCF − Capex | $42.2M | — |
| FCF MarginFCF / Revenue | 2.5% | — |
| Capex IntensityCapex / Revenue | 0.2% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $203.3M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $45.3M | $719.0M | ||
| Q3 25 | $75.5M | $652.9M | ||
| Q2 25 | $72.8M | $641.2M | ||
| Q1 25 | $23.1M | $399.1M | ||
| Q4 24 | $30.5M | $769.5M | ||
| Q3 24 | $37.4M | $566.5M | ||
| Q2 24 | $45.0M | $573.2M |
| Q1 26 | — | — | ||
| Q4 25 | $42.2M | — | ||
| Q3 25 | $73.6M | — | ||
| Q2 25 | $68.0M | — | ||
| Q1 25 | $19.5M | — | ||
| Q4 24 | $26.7M | — | ||
| Q3 24 | $32.8M | — | ||
| Q2 24 | $40.4M | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.5% | — | ||
| Q3 25 | 4.0% | — | ||
| Q2 25 | 3.3% | — | ||
| Q1 25 | 1.4% | — | ||
| Q4 24 | 1.9% | — | ||
| Q3 24 | 2.2% | — | ||
| Q2 24 | 2.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.2% | — | ||
| Q3 25 | 0.1% | — | ||
| Q2 25 | 0.2% | — | ||
| Q1 25 | 0.3% | — | ||
| Q4 24 | 0.3% | — | ||
| Q3 24 | 0.3% | — | ||
| Q2 24 | 0.3% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 7.29× | ||
| Q3 25 | — | 9.63× | ||
| Q2 25 | 1.85× | 0.62× | ||
| Q1 25 | — | 3.63× | ||
| Q4 24 | — | 4.06× | ||
| Q3 24 | — | 11.07× | ||
| Q2 24 | 2.17× | 7.15× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
