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Side-by-side financial comparison of CARTERS INC (CRI) and PACS Group, Inc. (PACS). Click either name above to swap in a different company.
PACS Group, Inc. is the larger business by last-quarter revenue ($1.4B vs $757.8M, roughly 1.8× CARTERS INC). PACS Group, Inc. runs the higher net margin — 4.4% vs 1.5%, a 2.9% gap on every dollar of revenue. On growth, PACS Group, Inc. posted the faster year-over-year revenue change (18.4% vs -0.1%).
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
CRI vs PACS — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $1.4B |
| Net Profit | $11.6M | $59.7M |
| Gross Margin | 45.1% | — |
| Operating Margin | 3.8% | 7.0% |
| Net Margin | 1.5% | 4.4% |
| Revenue YoY | -0.1% | 18.4% |
| Net Profit YoY | -80.1% | 3022.5% |
| EPS (diluted) | $0.32 | $0.42 |
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 | — | $1.4B | ||
| Q3 25 | $757.8M | $1.3B | ||
| Q2 25 | $585.3M | $1.3B | ||
| Q1 25 | $629.8M | $1.3B | ||
| Q4 24 | — | $1.1B | ||
| Q3 24 | — | $1.0B | ||
| Q2 24 | — | $981.4M | ||
| Q1 24 | — | $934.3M |
| Q4 25 | — | $59.7M | ||
| Q3 25 | $11.6M | $52.4M | ||
| Q2 25 | $446.0K | $51.0M | ||
| Q1 25 | $15.5M | $28.5M | ||
| Q4 24 | — | $1.9M | ||
| Q3 24 | — | $15.6M | ||
| Q2 24 | — | $-10.9M | ||
| Q1 24 | — | $49.1M |
| Q4 25 | — | — | ||
| Q3 25 | 45.1% | — | ||
| Q2 25 | 48.1% | — | ||
| Q1 25 | 46.2% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 17.1% | ||
| Q2 24 | — | 22.3% | ||
| Q1 24 | — | 21.2% |
| Q4 25 | — | 7.0% | ||
| Q3 25 | 3.8% | 6.4% | ||
| Q2 25 | 0.7% | 6.2% | ||
| Q1 25 | 4.1% | 3.8% | ||
| Q4 24 | — | 1.7% | ||
| Q3 24 | — | 2.2% | ||
| Q2 24 | — | 0.1% | ||
| Q1 24 | — | 8.6% |
| Q4 25 | — | 4.4% | ||
| Q3 25 | 1.5% | 3.9% | ||
| Q2 25 | 0.1% | 3.9% | ||
| Q1 25 | 2.5% | 2.2% | ||
| Q4 24 | — | 0.2% | ||
| Q3 24 | — | 1.5% | ||
| Q2 24 | — | -1.1% | ||
| Q1 24 | — | 5.3% |
| Q4 25 | — | $0.42 | ||
| Q3 25 | $0.32 | $0.32 | ||
| Q2 25 | $0.01 | $0.31 | ||
| Q1 25 | $0.43 | $0.17 | ||
| Q4 24 | — | $-0.03 | ||
| Q3 24 | — | $0.10 | ||
| Q2 24 | — | $-0.07 | ||
| Q1 24 | — | $0.38 |
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 | $197.0M |
| Total DebtLower is stronger | — | $353.2M |
| Stockholders' EquityBook value | $864.6M | $946.8M |
| Total Assets | $2.5B | $5.6B |
| Debt / EquityLower = less leverage | — | 0.37× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $197.0M | ||
| Q3 25 | $184.2M | $355.7M | ||
| Q2 25 | $338.2M | $294.2M | ||
| Q1 25 | $320.8M | $287.5M | ||
| Q4 24 | — | $157.7M | ||
| Q3 24 | — | $49.5M | ||
| Q2 24 | — | $73.4M | ||
| Q1 24 | — | $81.2M |
| Q4 25 | — | $353.2M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $411.9M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $946.8M | ||
| Q3 25 | $864.6M | $871.3M | ||
| Q2 25 | $853.9M | $806.8M | ||
| Q1 25 | $847.2M | $750.2M | ||
| Q4 24 | — | $709.6M | ||
| Q3 24 | — | $660.0M | ||
| Q2 24 | — | $572.1M | ||
| Q1 24 | — | $128.0M |
| Q4 25 | — | $5.6B | ||
| Q3 25 | $2.5B | $5.6B | ||
| Q2 25 | $2.5B | $5.5B | ||
| Q1 25 | $2.3B | $5.5B | ||
| Q4 24 | — | $5.2B | ||
| Q3 24 | — | $4.5B | ||
| Q2 24 | — | $3.9B | ||
| Q1 24 | — | $3.9B |
| Q4 25 | — | 0.37× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.58× | ||
| 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 | $-3.4M |
| Free Cash FlowOCF − Capex | $-144.1M | — |
| FCF MarginFCF / Revenue | -19.0% | — |
| Capex IntensityCapex / Revenue | 2.1% | — |
| Cash ConversionOCF / Net Profit | -11.04× | -0.06× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $-3.4M | ||
| Q3 25 | $-128.0M | $204.8M | ||
| Q2 25 | $40.3M | $52.6M | ||
| Q1 25 | $-48.6M | $150.2M | ||
| Q4 24 | — | $64.6M | ||
| Q3 24 | — | $209.2M | ||
| Q2 24 | — | $34.8M | ||
| Q1 24 | — | $58.8M |
| Q4 25 | — | — | ||
| Q3 25 | $-144.1M | — | ||
| Q2 25 | $24.1M | — | ||
| Q1 25 | $-59.0M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | -19.0% | — | ||
| Q2 25 | 4.1% | — | ||
| Q1 25 | -9.4% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | 2.1% | — | ||
| Q2 25 | 2.8% | — | ||
| Q1 25 | 1.6% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | -0.06× | ||
| Q3 25 | -11.04× | 3.91× | ||
| Q2 25 | 90.37× | 1.03× | ||
| Q1 25 | -3.13× | 5.28× | ||
| Q4 24 | — | 33.78× | ||
| Q3 24 | — | 13.39× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 1.20× |
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% |
PACS
Segment breakdown not available.
