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Side-by-side financial comparison of CARTERS INC (CRI) and CHART INDUSTRIES INC (GTLS). Click either name above to swap in a different company.
CHART INDUSTRIES INC is the larger business by last-quarter revenue ($1.1B vs $757.8M, roughly 1.4× CARTERS INC). CHART INDUSTRIES INC runs the higher net margin — 5.0% vs 1.5%, a 3.4% gap on every dollar of revenue. On growth, CARTERS INC posted the faster year-over-year revenue change (-0.1% vs -2.5%). CHART INDUSTRIES INC produced more free cash flow last quarter ($66.2M 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.
Oricon Inc. , established in 1999, is the holding company at the head of a Japanese corporate group that supplies statistics and information on music and the music industry in Japan and Western music. It started as Original Confidence Inc. , which was founded by Sōkō Koike in November 1967 and became known for its music charts. Oricon Inc. was originally set up as a subsidiary of Original Confidence and took over the latter's Oricon record charts in April 2002.
CRI vs GTLS — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $1.1B |
| Net Profit | $11.6M | $53.6M |
| Gross Margin | 45.1% | 33.3% |
| Operating Margin | 3.8% | 11.6% |
| Net Margin | 1.5% | 5.0% |
| Revenue YoY | -0.1% | -2.5% |
| Net Profit YoY | -80.1% | -32.7% |
| EPS (diluted) | $0.32 | $1.06 |
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 | — | $1.1B | ||
| Q3 25 | $757.8M | $1.1B | ||
| Q2 25 | $585.3M | $1.1B | ||
| Q1 25 | $629.8M | $1.0B | ||
| Q4 24 | — | $1.1B | ||
| Q3 24 | — | $1.1B | ||
| Q2 24 | — | $1.0B | ||
| Q1 24 | — | $950.7M |
| Q4 25 | — | $53.6M | ||
| Q3 25 | $11.6M | $-138.5M | ||
| Q2 25 | $446.0K | $76.1M | ||
| Q1 25 | $15.5M | $49.5M | ||
| Q4 24 | — | $79.6M | ||
| Q3 24 | — | $69.0M | ||
| Q2 24 | — | $58.6M | ||
| Q1 24 | — | $11.3M |
| Q4 25 | — | 33.3% | ||
| Q3 25 | 45.1% | 34.1% | ||
| Q2 25 | 48.1% | 33.6% | ||
| Q1 25 | 46.2% | 33.9% | ||
| Q4 24 | — | 33.6% | ||
| Q3 24 | — | 34.1% | ||
| Q2 24 | — | 33.8% | ||
| Q1 24 | — | 31.8% |
| Q4 25 | — | 11.6% | ||
| Q3 25 | 3.8% | -8.0% | ||
| Q2 25 | 0.7% | 15.7% | ||
| Q1 25 | 4.1% | 15.2% | ||
| Q4 24 | — | 17.0% | ||
| Q3 24 | — | 16.8% | ||
| Q2 24 | — | 16.1% | ||
| Q1 24 | — | 11.9% |
| Q4 25 | — | 5.0% | ||
| Q3 25 | 1.5% | -12.6% | ||
| Q2 25 | 0.1% | 7.0% | ||
| Q1 25 | 2.5% | 4.9% | ||
| Q4 24 | — | 7.2% | ||
| Q3 24 | — | 6.5% | ||
| Q2 24 | — | 5.6% | ||
| Q1 24 | — | 1.2% |
| Q4 25 | — | $1.06 | ||
| Q3 25 | $0.32 | $-3.23 | ||
| Q2 25 | $0.01 | $1.53 | ||
| Q1 25 | $0.43 | $0.94 | ||
| Q4 24 | — | $1.57 | ||
| Q3 24 | — | $1.33 | ||
| Q2 24 | — | $1.10 | ||
| Q1 24 | — | $0.10 |
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 | $366.0M |
| Total DebtLower is stronger | — | $3.7B |
| Stockholders' EquityBook value | $864.6M | $3.2B |
| Total Assets | $2.5B | $9.8B |
| Debt / EquityLower = less leverage | — | 1.13× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $366.0M | ||
| Q3 25 | $184.2M | $399.2M | ||
| Q2 25 | $338.2M | $342.3M | ||
| Q1 25 | $320.8M | $296.2M | ||
| Q4 24 | — | $308.6M | ||
| Q3 24 | — | $310.2M | ||
| Q2 24 | — | $247.4M | ||
| Q1 24 | — | $191.9M |
| Q4 25 | — | $3.7B | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $3.8B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $3.2B | ||
| Q3 25 | $864.6M | $3.2B | ||
| Q2 25 | $853.9M | $3.4B | ||
| Q1 25 | $847.2M | $3.0B | ||
| Q4 24 | — | $2.8B | ||
| Q3 24 | — | $3.0B | ||
| Q2 24 | — | $2.7B | ||
| Q1 24 | — | $2.7B |
| Q4 25 | — | $9.8B | ||
| Q3 25 | $2.5B | $9.8B | ||
| Q2 25 | $2.5B | $9.7B | ||
| Q1 25 | $2.3B | $9.3B | ||
| Q4 24 | — | $9.1B | ||
| Q3 24 | — | $9.5B | ||
| Q2 24 | — | $9.3B | ||
| Q1 24 | — | $9.2B |
| Q4 25 | — | 1.13× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 1.33× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 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 | $-128.0M | $88.8M |
| Free Cash FlowOCF − Capex | $-144.1M | $66.2M |
| FCF MarginFCF / Revenue | -19.0% | 6.1% |
| Capex IntensityCapex / Revenue | 2.1% | 2.1% |
| Cash ConversionOCF / Net Profit | -11.04× | 1.66× |
| TTM Free Cash FlowTrailing 4 quarters | — | $202.8M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $88.8M | ||
| Q3 25 | $-128.0M | $118.0M | ||
| Q2 25 | $40.3M | $145.9M | ||
| Q1 25 | $-48.6M | $-60.0M | ||
| Q4 24 | — | $281.4M | ||
| Q3 24 | — | $200.6M | ||
| Q2 24 | — | $116.1M | ||
| Q1 24 | — | $-95.1M |
| Q4 25 | — | $66.2M | ||
| Q3 25 | $-144.1M | $94.7M | ||
| Q2 25 | $24.1M | $122.0M | ||
| Q1 25 | $-59.0M | $-80.1M | ||
| Q4 24 | — | $260.9M | ||
| Q3 24 | — | $174.5M | ||
| Q2 24 | — | $88.0M | ||
| Q1 24 | — | $-141.2M |
| Q4 25 | — | 6.1% | ||
| Q3 25 | -19.0% | 8.6% | ||
| Q2 25 | 4.1% | 11.3% | ||
| Q1 25 | -9.4% | -8.0% | ||
| Q4 24 | — | 23.6% | ||
| Q3 24 | — | 16.4% | ||
| Q2 24 | — | 8.5% | ||
| Q1 24 | — | -14.9% |
| Q4 25 | — | 2.1% | ||
| Q3 25 | 2.1% | 2.1% | ||
| Q2 25 | 2.8% | 2.2% | ||
| Q1 25 | 1.6% | 2.0% | ||
| Q4 24 | — | 1.9% | ||
| Q3 24 | — | 2.5% | ||
| Q2 24 | — | 2.7% | ||
| Q1 24 | — | 4.8% |
| Q4 25 | — | 1.66× | ||
| Q3 25 | -11.04× | — | ||
| Q2 25 | 90.37× | 1.92× | ||
| Q1 25 | -3.13× | -1.21× | ||
| Q4 24 | — | 3.54× | ||
| Q3 24 | — | 2.91× | ||
| Q2 24 | — | 1.98× | ||
| Q1 24 | — | -8.42× |
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% |
GTLS
| Repair Service And Leasing Segment | $330.4M | 31% |
| Heat Transfer Systems Segment | $325.8M | 30% |
| Specialty Products Segment | $259.5M | 24% |
| Transferred Over Time | $94.4M | 9% |
| Transferred At Point In Time | $69.5M | 6% |
