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Side-by-side financial comparison of CARTERS INC (CRI) and VALMONT INDUSTRIES INC (VMI). Click either name above to swap in a different company.
VALMONT INDUSTRIES INC is the larger business by last-quarter revenue ($1.0B vs $757.8M, roughly 1.4× CARTERS INC). VALMONT INDUSTRIES INC runs the higher net margin — 10.5% vs 1.5%, a 9.0% gap on every dollar of revenue. On growth, VALMONT INDUSTRIES INC posted the faster year-over-year revenue change (6.2% 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.
Valmont Industries, Inc. is a large, publicly held American manufacturer of Valley center pivot and linear irrigation equipment, windmill support structures, lighting and traffic poles and steel utility poles.
CRI vs VMI — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $1.0B |
| Net Profit | $11.6M | $108.0M |
| Gross Margin | 45.1% | 30.8% |
| Operating Margin | 3.8% | 15.1% |
| Net Margin | 1.5% | 10.5% |
| Revenue YoY | -0.1% | 6.2% |
| Net Profit YoY | -80.1% | 23.8% |
| EPS (diluted) | $0.32 | $5.51 |
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 | — | $1.0B | ||
| Q4 25 | — | $1.0B | ||
| Q3 25 | $757.8M | $1.0B | ||
| Q2 25 | $585.3M | $1.1B | ||
| Q1 25 | $629.8M | $969.3M | ||
| Q4 24 | — | $1.0B | ||
| Q3 24 | — | $1.0B | ||
| Q2 24 | — | $1.0B |
| Q1 26 | — | $108.0M | ||
| Q4 25 | — | $168.0M | ||
| Q3 25 | $11.6M | $99.0M | ||
| Q2 25 | $446.0K | $-4.0M | ||
| Q1 25 | $15.5M | $87.3M | ||
| Q4 24 | — | $77.7M | ||
| Q3 24 | — | $83.1M | ||
| Q2 24 | — | $99.7M |
| Q1 26 | — | 30.8% | ||
| Q4 25 | — | 29.8% | ||
| Q3 25 | 45.1% | 30.4% | ||
| Q2 25 | 48.1% | 30.6% | ||
| Q1 25 | 46.2% | 30.0% | ||
| Q4 24 | — | 30.2% | ||
| Q3 24 | — | 29.6% | ||
| Q2 24 | — | 30.8% |
| Q1 26 | — | 15.1% | ||
| Q4 25 | — | 11.2% | ||
| Q3 25 | 3.8% | 13.5% | ||
| Q2 25 | 0.7% | 2.8% | ||
| Q1 25 | 4.1% | 13.2% | ||
| Q4 24 | — | 11.6% | ||
| Q3 24 | — | 12.3% | ||
| Q2 24 | — | 14.2% |
| Q1 26 | — | 10.5% | ||
| Q4 25 | — | 16.2% | ||
| Q3 25 | 1.5% | 9.5% | ||
| Q2 25 | 0.1% | -0.4% | ||
| Q1 25 | 2.5% | 9.0% | ||
| Q4 24 | — | 7.5% | ||
| Q3 24 | — | 8.1% | ||
| Q2 24 | — | 9.6% |
| Q1 26 | — | $5.51 | ||
| Q4 25 | — | $9.02 | ||
| Q3 25 | $0.32 | $4.98 | ||
| Q2 25 | $0.01 | $-1.53 | ||
| Q1 25 | $0.43 | $4.32 | ||
| Q4 24 | — | $3.85 | ||
| Q3 24 | — | $4.11 | ||
| Q2 24 | — | $4.91 |
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 | $160.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $864.6M | $1.7B |
| Total Assets | $2.5B | $3.4B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $160.2M | ||
| Q4 25 | — | $187.1M | ||
| Q3 25 | $184.2M | $226.1M | ||
| Q2 25 | $338.2M | $208.5M | ||
| Q1 25 | $320.8M | $184.4M | ||
| Q4 24 | — | $164.3M | ||
| Q3 24 | — | $200.5M | ||
| Q2 24 | — | $163.1M |
| Q1 26 | — | — | ||
| Q4 25 | — | $795.7M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $730.6M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $1.7B | ||
| Q4 25 | — | $1.6B | ||
| Q3 25 | $864.6M | $1.6B | ||
| Q2 25 | $853.9M | $1.5B | ||
| Q1 25 | $847.2M | $1.6B | ||
| Q4 24 | — | $1.5B | ||
| Q3 24 | — | $1.5B | ||
| Q2 24 | — | $1.5B |
| Q1 26 | — | $3.4B | ||
| Q4 25 | — | $3.4B | ||
| Q3 25 | $2.5B | $3.4B | ||
| Q2 25 | $2.5B | $3.3B | ||
| Q1 25 | $2.3B | $3.4B | ||
| Q4 24 | — | $3.3B | ||
| Q3 24 | — | $3.5B | ||
| Q2 24 | — | $3.5B |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.49× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.47× | ||
| Q3 24 | — | — | ||
| Q2 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 | — |
| Free Cash FlowOCF − Capex | $-144.1M | — |
| FCF MarginFCF / Revenue | -19.0% | — |
| Capex IntensityCapex / Revenue | 2.1% | — |
| Cash ConversionOCF / Net Profit | -11.04× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $111.2M | ||
| Q3 25 | $-128.0M | $112.5M | ||
| Q2 25 | $40.3M | $167.6M | ||
| Q1 25 | $-48.6M | $65.1M | ||
| Q4 24 | — | $193.4M | ||
| Q3 24 | — | $225.1M | ||
| Q2 24 | — | $130.8M |
| Q1 26 | — | — | ||
| Q4 25 | — | $70.4M | ||
| Q3 25 | $-144.1M | $70.6M | ||
| Q2 25 | $24.1M | $135.6M | ||
| Q1 25 | $-59.0M | $34.8M | ||
| Q4 24 | — | $167.8M | ||
| Q3 24 | — | $204.6M | ||
| Q2 24 | — | $112.5M |
| Q1 26 | — | — | ||
| Q4 25 | — | 6.8% | ||
| Q3 25 | -19.0% | 6.7% | ||
| Q2 25 | 4.1% | 12.9% | ||
| Q1 25 | -9.4% | 3.6% | ||
| Q4 24 | — | 16.2% | ||
| Q3 24 | — | 20.1% | ||
| Q2 24 | — | 10.8% |
| Q1 26 | — | — | ||
| Q4 25 | — | 3.9% | ||
| Q3 25 | 2.1% | 4.0% | ||
| Q2 25 | 2.8% | 3.0% | ||
| Q1 25 | 1.6% | 3.1% | ||
| Q4 24 | — | 2.5% | ||
| Q3 24 | — | 2.0% | ||
| Q2 24 | — | 1.8% |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.66× | ||
| Q3 25 | -11.04× | 1.14× | ||
| Q2 25 | 90.37× | — | ||
| Q1 25 | -3.13× | 0.75× | ||
| Q4 24 | — | 2.49× | ||
| Q3 24 | — | 2.71× | ||
| Q2 24 | — | 1.31× |
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% |
VMI
| Infrastructure | $803.2M | 78% |
| Agriculture | $226.0M | 22% |
