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Side-by-side financial comparison of CARTERS INC (CRI) and TALOS ENERGY INC. (TALO). Click either name above to swap in a different company.
CARTERS INC is the larger business by last-quarter revenue ($757.8M vs $472.3M, roughly 1.6× TALOS ENERGY INC.). On growth, CARTERS INC posted the faster year-over-year revenue change (-0.1% vs -7.9%).
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
Talos Energy Inc. is an oil and gas company that engages in the exploration, development, and production of oil and natural gas properties in the Gulf Coast and Gulf of Mexico.
CRI vs TALO — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $472.3M |
| Net Profit | $11.6M | — |
| Gross Margin | 45.1% | — |
| Operating Margin | 3.8% | -25.3% |
| Net Margin | 1.5% | — |
| Revenue YoY | -0.1% | -7.9% |
| 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.
| Q1 26 | — | $472.3M | ||
| Q4 25 | — | $392.2M | ||
| Q3 25 | $757.8M | $450.1M | ||
| Q2 25 | $585.3M | $424.7M | ||
| Q1 25 | $629.8M | $513.1M | ||
| Q4 24 | — | $485.2M | ||
| Q3 24 | — | $509.3M | ||
| Q2 24 | — | $549.2M |
| Q1 26 | — | — | ||
| Q4 25 | — | $-202.6M | ||
| Q3 25 | $11.6M | $-95.9M | ||
| Q2 25 | $446.0K | $-185.9M | ||
| Q1 25 | $15.5M | $-9.9M | ||
| Q4 24 | — | $-64.5M | ||
| Q3 24 | — | $88.2M | ||
| Q2 24 | — | $12.4M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 45.1% | — | ||
| Q2 25 | 48.1% | — | ||
| Q1 25 | 46.2% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | -25.3% | ||
| Q4 25 | — | -62.2% | ||
| Q3 25 | 3.8% | -19.1% | ||
| Q2 25 | 0.7% | -64.4% | ||
| Q1 25 | 4.1% | 8.5% | ||
| Q4 24 | — | 5.6% | ||
| Q3 24 | — | 4.6% | ||
| Q2 24 | — | 9.9% |
| Q1 26 | — | — | ||
| Q4 25 | — | -51.6% | ||
| Q3 25 | 1.5% | -21.3% | ||
| Q2 25 | 0.1% | -43.8% | ||
| Q1 25 | 2.5% | -1.9% | ||
| Q4 24 | — | -13.3% | ||
| Q3 24 | — | 17.3% | ||
| Q2 24 | — | 2.3% |
| Q1 26 | — | — | ||
| Q4 25 | — | $-1.17 | ||
| Q3 25 | $0.32 | $-0.55 | ||
| Q2 25 | $0.01 | $-1.05 | ||
| Q1 25 | $0.43 | $-0.05 | ||
| Q4 24 | — | $-0.29 | ||
| Q3 24 | — | $0.49 | ||
| Q2 24 | — | $0.07 |
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 | $386.4M |
| Total DebtLower is stronger | — | $1.2B |
| Stockholders' EquityBook value | $864.6M | $1.9B |
| Total Assets | $2.5B | $5.3B |
| Debt / EquityLower = less leverage | — | 0.65× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $386.4M | ||
| Q4 25 | — | $362.8M | ||
| Q3 25 | $184.2M | $332.7M | ||
| Q2 25 | $338.2M | $357.3M | ||
| Q1 25 | $320.8M | $202.9M | ||
| Q4 24 | — | $108.2M | ||
| Q3 24 | — | $45.5M | ||
| Q2 24 | — | $37.8M |
| Q1 26 | — | $1.2B | ||
| Q4 25 | — | $1.2B | ||
| Q3 25 | — | $1.2B | ||
| Q2 25 | — | $1.2B | ||
| Q1 25 | — | $1.2B | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | — | $1.3B | ||
| Q2 24 | — | $1.4B |
| Q1 26 | — | $1.9B | ||
| Q4 25 | — | $2.2B | ||
| Q3 25 | $864.6M | $2.4B | ||
| Q2 25 | $853.9M | $2.5B | ||
| Q1 25 | $847.2M | $2.7B | ||
| Q4 24 | — | $2.8B | ||
| Q3 24 | — | $2.8B | ||
| Q2 24 | — | $2.7B |
| Q1 26 | — | $5.3B | ||
| Q4 25 | — | $5.6B | ||
| Q3 25 | $2.5B | $5.7B | ||
| Q2 25 | $2.5B | $5.9B | ||
| Q1 25 | $2.3B | $6.1B | ||
| Q4 24 | — | $6.2B | ||
| Q3 24 | — | $6.4B | ||
| Q2 24 | — | $6.4B |
| Q1 26 | — | 0.65× | ||
| Q4 25 | — | 0.57× | ||
| Q3 25 | — | 0.51× | ||
| Q2 25 | — | 0.49× | ||
| Q1 25 | — | 0.45× | ||
| Q4 24 | — | 0.44× | ||
| Q3 24 | — | 0.47× | ||
| Q2 24 | — | 0.53× |
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 | $174.0M |
| Free Cash FlowOCF − Capex | $-144.1M | — |
| FCF MarginFCF / Revenue | -19.0% | — |
| Capex IntensityCapex / Revenue | 2.1% | 25.2% |
| Cash ConversionOCF / Net Profit | -11.04× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $174.0M | ||
| Q4 25 | — | $201.8M | ||
| Q3 25 | $-128.0M | $114.2M | ||
| Q2 25 | $40.3M | $351.6M | ||
| Q1 25 | $-48.6M | $268.2M | ||
| Q4 24 | — | $349.3M | ||
| Q3 24 | — | $227.5M | ||
| Q2 24 | — | $289.4M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $-144.1M | — | ||
| Q2 25 | $24.1M | — | ||
| Q1 25 | $-59.0M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | -19.0% | — | ||
| Q2 25 | 4.1% | — | ||
| Q1 25 | -9.4% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | 25.2% | ||
| Q4 25 | — | — | ||
| Q3 25 | 2.1% | — | ||
| Q2 25 | 2.8% | — | ||
| Q1 25 | 1.6% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | -11.04× | — | ||
| Q2 25 | 90.37× | — | ||
| Q1 25 | -3.13× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 2.58× | ||
| Q2 24 | — | 23.37× |
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% |
TALO
| Oil | $408.0M | 86% |
| Natural gas | $52.9M | 11% |
| NGL | $11.4M | 2% |
