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Side-by-side financial comparison of CARTERS INC (CRI) and Frontier Group Holdings, Inc. (ULCC). Click either name above to swap in a different company.
Frontier Group Holdings, Inc. is the larger business by last-quarter revenue ($997.0M vs $757.8M, roughly 1.3× CARTERS INC). Frontier Group Holdings, Inc. runs the higher net margin — 5.3% vs 1.5%, a 3.8% gap on every dollar of revenue. On growth, CARTERS INC posted the faster year-over-year revenue change (-0.1% vs -0.5%). Frontier Group Holdings, Inc. produced more free cash flow last quarter ($-113.0M 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.
Frontier Communications Parent, Inc. is an American telecommunications company with a fiber-optic network and cloud-based services owned by Verizon. It was previously known as Citizens Utilities Co., Citizens Communications Co., and Frontier Communications Corp.
CRI vs ULCC — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $997.0M |
| Net Profit | $11.6M | $53.0M |
| Gross Margin | 45.1% | — |
| Operating Margin | 3.8% | 4.9% |
| Net Margin | 1.5% | 5.3% |
| Revenue YoY | -0.1% | -0.5% |
| Net Profit YoY | -80.1% | -1.9% |
| EPS (diluted) | $0.32 | $0.24 |
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 | — | $997.0M | ||
| Q3 25 | $757.8M | $886.0M | ||
| Q2 25 | $585.3M | $929.0M | ||
| Q1 25 | $629.8M | $912.0M | ||
| Q4 24 | — | $1.0B | ||
| Q3 24 | — | $935.0M | ||
| Q2 24 | — | $973.0M | ||
| Q1 24 | — | $865.0M |
| Q4 25 | — | $53.0M | ||
| Q3 25 | $11.6M | $-77.0M | ||
| Q2 25 | $446.0K | $-70.0M | ||
| Q1 25 | $15.5M | $-43.0M | ||
| Q4 24 | — | $54.0M | ||
| Q3 24 | — | $26.0M | ||
| Q2 24 | — | $31.0M | ||
| Q1 24 | — | $-26.0M |
| Q4 25 | — | — | ||
| Q3 25 | 45.1% | — | ||
| Q2 25 | 48.1% | — | ||
| Q1 25 | 46.2% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 4.9% | ||
| Q3 25 | 3.8% | -8.7% | ||
| Q2 25 | 0.7% | -8.1% | ||
| Q1 25 | 4.1% | -5.0% | ||
| Q4 24 | — | 4.5% | ||
| Q3 24 | — | 2.0% | ||
| Q2 24 | — | 2.6% | ||
| Q1 24 | — | -3.6% |
| Q4 25 | — | 5.3% | ||
| Q3 25 | 1.5% | -8.7% | ||
| Q2 25 | 0.1% | -7.5% | ||
| Q1 25 | 2.5% | -4.7% | ||
| Q4 24 | — | 5.4% | ||
| Q3 24 | — | 2.8% | ||
| Q2 24 | — | 3.2% | ||
| Q1 24 | — | -3.0% |
| Q4 25 | — | $0.24 | ||
| Q3 25 | $0.32 | $-0.34 | ||
| Q2 25 | $0.01 | $-0.31 | ||
| Q1 25 | $0.43 | $-0.19 | ||
| Q4 24 | — | $0.24 | ||
| Q3 24 | — | $0.11 | ||
| Q2 24 | — | $0.14 | ||
| Q1 24 | — | $-0.12 |
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 | $671.0M |
| Total DebtLower is stronger | — | $620.0M |
| Stockholders' EquityBook value | $864.6M | $491.0M |
| Total Assets | $2.5B | $7.2B |
| Debt / EquityLower = less leverage | — | 1.26× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $671.0M | ||
| Q3 25 | $184.2M | $566.0M | ||
| Q2 25 | $338.2M | $563.0M | ||
| Q1 25 | $320.8M | $686.0M | ||
| Q4 24 | — | $740.0M | ||
| Q3 24 | — | $576.0M | ||
| Q2 24 | — | $658.0M | ||
| Q1 24 | — | $622.0M |
| Q4 25 | — | $620.0M | ||
| Q3 25 | — | $673.0M | ||
| Q2 25 | — | $565.0M | ||
| Q1 25 | — | $512.0M | ||
| Q4 24 | — | $507.0M | ||
| Q3 24 | — | $474.0M | ||
| Q2 24 | — | $455.0M | ||
| Q1 24 | — | $469.0M |
| Q4 25 | — | $491.0M | ||
| Q3 25 | $864.6M | $434.0M | ||
| Q2 25 | $853.9M | $506.0M | ||
| Q1 25 | $847.2M | $570.0M | ||
| Q4 24 | — | $604.0M | ||
| Q3 24 | — | $549.0M | ||
| Q2 24 | — | $520.0M | ||
| Q1 24 | — | $484.0M |
| Q4 25 | — | $7.2B | ||
| Q3 25 | $2.5B | $6.7B | ||
| Q2 25 | $2.5B | $6.5B | ||
| Q1 25 | $2.3B | $6.5B | ||
| Q4 24 | — | $6.2B | ||
| Q3 24 | — | $5.8B | ||
| Q2 24 | — | $5.7B | ||
| Q1 24 | — | $5.2B |
| Q4 25 | — | 1.26× | ||
| Q3 25 | — | 1.55× | ||
| Q2 25 | — | 1.12× | ||
| Q1 25 | — | 0.90× | ||
| Q4 24 | — | 0.84× | ||
| Q3 24 | — | 0.86× | ||
| Q2 24 | — | 0.88× | ||
| Q1 24 | — | 0.97× |
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 | $-91.0M |
| Free Cash FlowOCF − Capex | $-144.1M | $-113.0M |
| FCF MarginFCF / Revenue | -19.0% | -11.3% |
| Capex IntensityCapex / Revenue | 2.1% | 2.2% |
| Cash ConversionOCF / Net Profit | -11.04× | -1.72× |
| TTM Free Cash FlowTrailing 4 quarters | — | $-600.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $-91.0M | ||
| Q3 25 | $-128.0M | $-215.0M | ||
| Q2 25 | $40.3M | $-133.0M | ||
| Q1 25 | $-48.6M | $-86.0M | ||
| Q4 24 | — | $87.0M | ||
| Q3 24 | — | $-156.0M | ||
| Q2 24 | — | $9.0M | ||
| Q1 24 | — | $-22.0M |
| Q4 25 | — | $-113.0M | ||
| Q3 25 | $-144.1M | $-217.0M | ||
| Q2 25 | $24.1M | $-166.0M | ||
| Q1 25 | $-59.0M | $-104.0M | ||
| Q4 24 | — | $73.0M | ||
| Q3 24 | — | $-170.0M | ||
| Q2 24 | — | $-22.0M | ||
| Q1 24 | — | $-39.0M |
| Q4 25 | — | -11.3% | ||
| Q3 25 | -19.0% | -24.5% | ||
| Q2 25 | 4.1% | -17.9% | ||
| Q1 25 | -9.4% | -11.4% | ||
| Q4 24 | — | 7.3% | ||
| Q3 24 | — | -18.2% | ||
| Q2 24 | — | -2.3% | ||
| Q1 24 | — | -4.5% |
| Q4 25 | — | 2.2% | ||
| Q3 25 | 2.1% | 0.2% | ||
| Q2 25 | 2.8% | 3.6% | ||
| Q1 25 | 1.6% | 2.0% | ||
| Q4 24 | — | 1.4% | ||
| Q3 24 | — | 1.5% | ||
| Q2 24 | — | 3.2% | ||
| Q1 24 | — | 2.0% |
| Q4 25 | — | -1.72× | ||
| Q3 25 | -11.04× | — | ||
| Q2 25 | 90.37× | — | ||
| Q1 25 | -3.13× | — | ||
| Q4 24 | — | 1.61× | ||
| Q3 24 | — | -6.00× | ||
| Q2 24 | — | 0.29× | ||
| Q1 24 | — | — |
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% |
ULCC
| Aircraft Fare | $453.0M | 45% |
| Passenger Service Fees | $227.0M | 23% |
| Passenger Baggage | $177.0M | 18% |
| Passenger Seat Selection | $69.0M | 7% |
| Other Passenger Revenue | $36.0M | 4% |
| Other | $35.0M | 4% |
