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Side-by-side financial comparison of Criteo S.A. (CRTO) and VALLEY NATIONAL BANCORP (VLY). Click either name above to swap in a different company.
VALLEY NATIONAL BANCORP is the larger business by last-quarter revenue ($540.4M vs $482.7M, roughly 1.1× Criteo S.A.). VALLEY NATIONAL BANCORP runs the higher net margin — 30.3% vs 4.4%, a 25.9% gap on every dollar of revenue. On growth, VALLEY NATIONAL BANCORP posted the faster year-over-year revenue change (13.0% vs 2.4%). Over the past eight quarters, VALLEY NATIONAL BANCORP's revenue compounded faster (16.0% CAGR vs 1.4%).
Criteo S.A. is an advertising company that provides online display advertisements. The company was founded and is headquartered in Paris, France.
VALLEY NATIONAL BANCORPVLYEarnings & Financial Report
North Valley Bancorp was a bank holding company headquartered in Redding, California. The company operated 22 branches. The company was acquired by TriCo Bancshares in October 2014, in a merger valued at more than $178 million.
CRTO vs VLY — Head-to-Head
Income Statement — Q2 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $482.7M | $540.4M |
| Net Profit | $21.3M | $163.9M |
| Gross Margin | 53.6% | — |
| Operating Margin | 6.3% | — |
| Net Margin | 4.4% | 30.3% |
| Revenue YoY | 2.4% | 13.0% |
| Net Profit YoY | -21.3% | 54.6% |
| EPS (diluted) | $0.39 | $0.29 |
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 | — | $540.4M | ||
| Q4 25 | — | $464.9M | ||
| Q3 25 | — | $446.2M | ||
| Q2 25 | $482.7M | $432.4M | ||
| Q1 25 | $451.4M | $420.1M | ||
| Q4 24 | $553.0M | $423.0M | ||
| Q3 24 | $458.9M | $410.5M | ||
| Q2 24 | $471.3M | $401.7M |
| Q1 26 | — | $163.9M | ||
| Q4 25 | — | $195.4M | ||
| Q3 25 | — | $163.4M | ||
| Q2 25 | $21.3M | $133.2M | ||
| Q1 25 | $37.9M | $106.1M | ||
| Q4 24 | $71.1M | $115.7M | ||
| Q3 24 | $6.2M | $97.9M | ||
| Q2 24 | $27.0M | $70.4M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 53.6% | — | ||
| Q1 25 | 52.5% | — | ||
| Q4 24 | 54.4% | — | ||
| Q3 24 | 50.5% | — | ||
| Q2 24 | 49.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 47.7% | ||
| Q3 25 | — | 47.1% | ||
| Q2 25 | 6.3% | 40.0% | ||
| Q1 25 | 10.7% | 33.1% | ||
| Q4 24 | 17.1% | 21.1% | ||
| Q3 24 | 2.1% | 30.9% | ||
| Q2 24 | 7.8% | 23.2% |
| Q1 26 | — | 30.3% | ||
| Q4 25 | — | 42.0% | ||
| Q3 25 | — | 36.6% | ||
| Q2 25 | 4.4% | 30.8% | ||
| Q1 25 | 8.4% | 25.2% | ||
| Q4 24 | 12.9% | 27.4% | ||
| Q3 24 | 1.4% | 23.8% | ||
| Q2 24 | 5.7% | 17.5% |
| Q1 26 | — | $0.29 | ||
| Q4 25 | — | $0.33 | ||
| Q3 25 | — | $0.28 | ||
| Q2 25 | $0.39 | $0.22 | ||
| Q1 25 | $0.66 | $0.18 | ||
| Q4 24 | $1.21 | $0.20 | ||
| Q3 24 | $0.11 | $0.18 | ||
| Q2 24 | $0.46 | $0.13 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $223.6M | — |
| Total DebtLower is stronger | — | $2.6B |
| Stockholders' EquityBook value | $1.1B | $7.9B |
| Total Assets | $2.1B | $64.5B |
| Debt / EquityLower = less leverage | — | 0.33× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $223.6M | — | ||
| Q1 25 | $313.2M | — | ||
| Q4 24 | $316.9M | — | ||
| Q3 24 | $231.8M | — | ||
| Q2 24 | $233.2M | — |
| Q1 26 | — | $2.6B | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $7.9B | ||
| Q4 25 | — | $7.8B | ||
| Q3 25 | — | $7.7B | ||
| Q2 25 | $1.1B | $7.6B | ||
| Q1 25 | $1.1B | $7.5B | ||
| Q4 24 | $1.0B | $7.4B | ||
| Q3 24 | $1.1B | $7.0B | ||
| Q2 24 | $1.0B | $6.7B |
| Q1 26 | — | $64.5B | ||
| Q4 25 | — | $64.1B | ||
| Q3 25 | — | $63.0B | ||
| Q2 25 | $2.1B | $62.7B | ||
| Q1 25 | $2.1B | $61.9B | ||
| Q4 24 | $2.3B | $62.5B | ||
| Q3 24 | $2.2B | $62.1B | ||
| Q2 24 | $2.2B | $62.1B |
| Q1 26 | — | 0.33× | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| 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 | $-1.4M | — |
| Free Cash FlowOCF − Capex | $-36.6M | — |
| FCF MarginFCF / Revenue | -7.6% | — |
| Capex IntensityCapex / Revenue | 7.3% | — |
| Cash ConversionOCF / Net Profit | -0.07× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $196.6M | ||
| Q3 25 | — | $5.2M | ||
| Q2 25 | $-1.4M | $159.2M | ||
| Q1 25 | $62.3M | $-17.1M | ||
| Q4 24 | $169.5M | $392.2M | ||
| Q3 24 | $57.5M | $-157.2M | ||
| Q2 24 | $17.2M | $214.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $187.5M | ||
| Q3 25 | — | $2.3M | ||
| Q2 25 | $-36.6M | $156.0M | ||
| Q1 25 | $45.3M | $-20.2M | ||
| Q4 24 | — | $385.8M | ||
| Q3 24 | — | $-160.5M | ||
| Q2 24 | $-4.0M | $211.3M |
| Q1 26 | — | — | ||
| Q4 25 | — | 40.3% | ||
| Q3 25 | — | 0.5% | ||
| Q2 25 | -7.6% | 36.1% | ||
| Q1 25 | 10.0% | -4.8% | ||
| Q4 24 | — | 91.2% | ||
| Q3 24 | — | -39.1% | ||
| Q2 24 | -0.9% | 52.6% |
| Q1 26 | — | — | ||
| Q4 25 | — | 2.0% | ||
| Q3 25 | — | 0.6% | ||
| Q2 25 | 7.3% | 0.7% | ||
| Q1 25 | 3.8% | 0.7% | ||
| Q4 24 | — | 1.5% | ||
| Q3 24 | — | 0.8% | ||
| Q2 24 | 4.5% | 0.7% |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.01× | ||
| Q3 25 | — | 0.03× | ||
| Q2 25 | -0.07× | 1.20× | ||
| Q1 25 | 1.64× | -0.16× | ||
| Q4 24 | 2.38× | 3.39× | ||
| Q3 24 | 9.21× | -1.61× | ||
| Q2 24 | 0.64× | 3.04× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CRTO
| Commerce Growth | $393.9M | 82% |
| Retail Media | $60.9M | 13% |
| Other | $27.9M | 6% |
VLY
Segment breakdown not available.
