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Side-by-side financial comparison of CARTERS INC (CRI) and Diversified Energy Co (DEC). Click either name above to swap in a different company.
CARTERS INC is the larger business by last-quarter revenue ($757.8M vs $666.5M, roughly 1.1× Diversified Energy Co). Diversified Energy Co runs the higher net margin — 29.3% vs 1.5%, a 27.8% gap on every dollar of revenue. Diversified Energy Co produced more free cash flow last quarter ($280.0M vs $-144.1M).
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
DTE Energy is a Detroit-based diversified energy company involved in the development and management of energy-related businesses and services in the United States and Canada. Its operating units include an electric utility serving 2.2 million customers and a natural gas utility serving 1.3 million customers in Michigan.
CRI vs DEC — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $666.5M |
| Net Profit | $11.6M | $195.5M |
| Gross Margin | 45.1% | — |
| Operating Margin | 3.8% | 37.6% |
| Net Margin | 1.5% | 29.3% |
| Revenue YoY | -0.1% | — |
| Net Profit YoY | -80.1% | — |
| EPS (diluted) | $0.32 | — |
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.
| Q4 25 | — | $666.5M | ||
| Q3 25 | $757.8M | $499.8M | ||
| Q2 25 | $585.3M | $600.3M | ||
| Q1 25 | $629.8M | — |
| Q4 25 | — | $195.5M | ||
| Q3 25 | $11.6M | $171.1M | ||
| Q2 25 | $446.0K | $297.7M | ||
| Q1 25 | $15.5M | — |
| Q4 25 | — | — | ||
| Q3 25 | 45.1% | — | ||
| Q2 25 | 48.1% | 44.7% | ||
| Q1 25 | 46.2% | — |
| Q4 25 | — | 37.6% | ||
| Q3 25 | 3.8% | 36.2% | ||
| Q2 25 | 0.7% | 48.5% | ||
| Q1 25 | 4.1% | — |
| Q4 25 | — | 29.3% | ||
| Q3 25 | 1.5% | 34.2% | ||
| Q2 25 | 0.1% | 49.6% | ||
| Q1 25 | 2.5% | — |
| Q4 25 | — | — | ||
| Q3 25 | $0.32 | $2.14 | ||
| Q2 25 | $0.01 | $3.67 | ||
| Q1 25 | $0.43 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $184.2M | $29.7M |
| Total DebtLower is stronger | — | $2.7B |
| Stockholders' EquityBook value | $864.6M | $984.1M |
| Total Assets | $2.5B | $6.2B |
| Debt / EquityLower = less leverage | — | 2.76× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $29.7M | ||
| Q3 25 | $184.2M | — | ||
| Q2 25 | $338.2M | $23.7M | ||
| Q1 25 | $320.8M | — |
| Q4 25 | — | $2.7B | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — |
| Q4 25 | — | $984.1M | ||
| Q3 25 | $864.6M | — | ||
| Q2 25 | $853.9M | $727.7M | ||
| Q1 25 | $847.2M | — |
| Q4 25 | — | $6.2B | ||
| Q3 25 | $2.5B | — | ||
| Q2 25 | $2.5B | $5.7B | ||
| Q1 25 | $2.3B | — |
| Q4 25 | — | 2.76× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — |
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 | $-128.0M | $464.6M |
| Free Cash FlowOCF − Capex | $-144.1M | $280.0M |
| FCF MarginFCF / Revenue | -19.0% | 42.0% |
| Capex IntensityCapex / Revenue | 2.1% | 27.7% |
| Cash ConversionOCF / Net Profit | -11.04× | 2.38× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $464.6M | ||
| Q3 25 | $-128.0M | — | ||
| Q2 25 | $40.3M | $264.1M | ||
| Q1 25 | $-48.6M | — |
| Q4 25 | — | $280.0M | ||
| Q3 25 | $-144.1M | — | ||
| Q2 25 | $24.1M | — | ||
| Q1 25 | $-59.0M | — |
| Q4 25 | — | 42.0% | ||
| Q3 25 | -19.0% | — | ||
| Q2 25 | 4.1% | — | ||
| Q1 25 | -9.4% | — |
| Q4 25 | — | 27.7% | ||
| Q3 25 | 2.1% | — | ||
| Q2 25 | 2.8% | — | ||
| Q1 25 | 1.6% | — |
| Q4 25 | — | 2.38× | ||
| Q3 25 | -11.04× | — | ||
| Q2 25 | 90.37× | 0.89× | ||
| Q1 25 | -3.13× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CRI
| Sales Channel Directly To Consumer | $362.3M | 48% |
| Sales Channel Through Intermediary | $283.8M | 37% |
| Other | $110.4M | 15% |
| Gift Cards | $1.3M | 0% |
DEC
Segment breakdown not available.
