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Side-by-side financial comparison of CARLISLE COMPANIES INC (CSL) and Centuri Holdings, Inc. (CTRI). Click either name above to swap in a different company.
CARLISLE COMPANIES INC is the larger business by last-quarter revenue ($1.1B vs $858.6M, roughly 1.2× Centuri Holdings, Inc.). CARLISLE COMPANIES INC runs the higher net margin — 12.1% vs 3.5%, a 8.6% gap on every dollar of revenue. On growth, Centuri Holdings, Inc. posted the faster year-over-year revenue change (19.7% vs -4.0%). Centuri Holdings, Inc. produced more free cash flow last quarter ($66.3M vs $-73.0M). Over the past eight quarters, Centuri Holdings, Inc.'s revenue compounded faster (27.5% CAGR vs -14.8%).
Carlisle Companies Incorporated is a supplier of construction products that make buildings more energy efficient and resilient. The company manufactures and sells single-ply roofing products as well as warranted systems and accessories for the commercial building industry. The company is organized into two segments, including Carlisle Construction Materials and Carlisle Weatherproofing Technologies. The company's product portfolio includes moisture protection products, protective roofing unde...
Centuri, formerly known as Allied Leisure, was an American arcade game manufacturer. They were based in Hialeah, Florida, and were one of the top six suppliers of coin-operated arcade video game machinery in the United States during the early 1980s. Centuri in its modern inception was formed when former Taito America president Ed Miller and his partner Bill Olliges took over Allied Leisure, Inc. They renamed it "Centuri" in 1980. The company's vice president was Joel Hochberg from about 1976 ...
CSL vs CTRI — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.1B | $858.6M |
| Net Profit | $127.7M | $30.4M |
| Gross Margin | 34.5% | 9.4% |
| Operating Margin | 17.1% | 4.3% |
| Net Margin | 12.1% | 3.5% |
| Revenue YoY | -4.0% | 19.7% |
| Net Profit YoY | -10.9% | 194.1% |
| EPS (diluted) | $3.10 | $0.34 |
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 | $1.1B | — | ||
| Q4 25 | $1.1B | $858.6M | ||
| Q3 25 | $1.3B | $850.0M | ||
| Q2 25 | $1.4B | $724.1M | ||
| Q1 25 | $1.1B | $550.1M | ||
| Q4 24 | $1.1B | $717.1M | ||
| Q3 24 | $1.3B | $720.1M | ||
| Q2 24 | $1.5B | $672.1M |
| Q1 26 | $127.7M | — | ||
| Q4 25 | $127.4M | $30.4M | ||
| Q3 25 | $214.2M | $2.1M | ||
| Q2 25 | $255.8M | $8.1M | ||
| Q1 25 | $143.3M | $-17.9M | ||
| Q4 24 | $162.8M | $10.3M | ||
| Q3 24 | $244.3M | $-3.7M | ||
| Q2 24 | $712.4M | $11.7M |
| Q1 26 | 34.5% | — | ||
| Q4 25 | 33.8% | 9.4% | ||
| Q3 25 | 36.0% | 9.2% | ||
| Q2 25 | 37.3% | 9.4% | ||
| Q1 25 | 35.2% | 3.7% | ||
| Q4 24 | 36.1% | 9.9% | ||
| Q3 24 | 38.6% | 10.5% | ||
| Q2 24 | 39.2% | 9.0% |
| Q1 26 | 17.1% | — | ||
| Q4 25 | 16.8% | 4.3% | ||
| Q3 25 | 21.8% | 4.3% | ||
| Q2 25 | 23.1% | 4.4% | ||
| Q1 25 | 16.8% | -2.3% | ||
| Q4 24 | 19.9% | 4.7% | ||
| Q3 24 | 23.7% | 5.8% | ||
| Q2 24 | 26.0% | 4.9% |
| Q1 26 | 12.1% | — | ||
| Q4 25 | 11.3% | 3.5% | ||
| Q3 25 | 15.9% | 0.2% | ||
| Q2 25 | 17.6% | 1.1% | ||
| Q1 25 | 13.1% | -3.3% | ||
| Q4 24 | 14.5% | 1.4% | ||
| Q3 24 | 18.3% | -0.5% | ||
| Q2 24 | 49.1% | 1.7% |
| Q1 26 | $3.10 | — | ||
| Q4 25 | $3.06 | $0.34 | ||
| Q3 25 | $4.98 | $0.02 | ||
| Q2 25 | $5.88 | $0.09 | ||
| Q1 25 | $3.20 | $-0.20 | ||
| Q4 24 | $3.76 | $0.17 | ||
| Q3 24 | $5.25 | $-0.04 | ||
| Q2 24 | $14.84 | $0.14 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $771.3M | $126.6M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $1.7B | $873.0M |
| Total Assets | — | $2.4B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $771.3M | — | ||
| Q4 25 | $1.1B | $126.6M | ||
| Q3 25 | $1.1B | $16.1M | ||
| Q2 25 | $68.4M | $28.3M | ||
| Q1 25 | $220.2M | $15.3M | ||
| Q4 24 | $753.5M | $49.0M | ||
| Q3 24 | $1.5B | $52.5M | ||
| Q2 24 | $1.7B | $30.9M |
| Q1 26 | — | — | ||
| Q4 25 | $2.9B | — | ||
| Q3 25 | $2.9B | — | ||
| Q2 25 | $1.9B | — | ||
| Q1 25 | $1.9B | — | ||
| Q4 24 | $1.9B | — | ||
| Q3 24 | $2.3B | — | ||
| Q2 24 | $2.3B | — |
| Q1 26 | $1.7B | — | ||
| Q4 25 | $1.8B | $873.0M | ||
| Q3 25 | $2.0B | $585.2M | ||
| Q2 25 | $2.1B | $567.1M | ||
| Q1 25 | $2.2B | $536.5M | ||
| Q4 24 | $2.5B | $555.6M | ||
| Q3 24 | $2.8B | $527.3M | ||
| Q2 24 | $3.0B | $530.4M |
| Q1 26 | — | — | ||
| Q4 25 | $6.3B | $2.4B | ||
| Q3 25 | $6.5B | $2.2B | ||
| Q2 25 | $5.5B | $2.1B | ||
| Q1 25 | $5.5B | $2.0B | ||
| Q4 24 | $5.8B | $2.1B | ||
| Q3 24 | $6.5B | $2.1B | ||
| Q2 24 | $6.7B | $2.2B |
| Q1 26 | — | — | ||
| Q4 25 | 1.61× | — | ||
| Q3 25 | 1.45× | — | ||
| Q2 25 | 0.89× | — | ||
| Q1 25 | 0.87× | — | ||
| Q4 24 | 0.77× | — | ||
| Q3 24 | 0.83× | — | ||
| Q2 24 | 0.76× | — |
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 | — | $83.9M |
| Free Cash FlowOCF − Capex | $-73.0M | $66.3M |
| FCF MarginFCF / Revenue | -6.9% | 7.7% |
| Capex IntensityCapex / Revenue | 2.7% | 2.0% |
| Cash ConversionOCF / Net Profit | — | 2.76× |
| TTM Free Cash FlowTrailing 4 quarters | $924.8M | $-8.2M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $386.0M | $83.9M | ||
| Q3 25 | $426.9M | $5.2M | ||
| Q2 25 | $287.1M | $-27.7M | ||
| Q1 25 | $1.8M | $16.7M | ||
| Q4 24 | $370.6M | $61.0M | ||
| Q3 24 | $312.8M | $180.2M | ||
| Q2 24 | $183.4M | $-56.6M |
| Q1 26 | $-73.0M | — | ||
| Q4 25 | $346.1M | $66.3M | ||
| Q3 25 | $393.4M | $-18.4M | ||
| Q2 25 | $258.3M | $-48.5M | ||
| Q1 25 | $-27.2M | $-7.7M | ||
| Q4 24 | $334.0M | $27.8M | ||
| Q3 24 | $293.5M | $160.7M | ||
| Q2 24 | $158.5M | $-76.9M |
| Q1 26 | -6.9% | — | ||
| Q4 25 | 30.7% | 7.7% | ||
| Q3 25 | 29.2% | -2.2% | ||
| Q2 25 | 17.8% | -6.7% | ||
| Q1 25 | -2.5% | -1.4% | ||
| Q4 24 | 29.7% | 3.9% | ||
| Q3 24 | 22.0% | 22.3% | ||
| Q2 24 | 10.9% | -11.4% |
| Q1 26 | 2.7% | — | ||
| Q4 25 | 3.5% | 2.0% | ||
| Q3 25 | 2.5% | 2.8% | ||
| Q2 25 | 2.0% | 2.9% | ||
| Q1 25 | 2.6% | 4.4% | ||
| Q4 24 | 3.3% | 4.6% | ||
| Q3 24 | 1.4% | 2.7% | ||
| Q2 24 | 1.7% | 3.0% |
| Q1 26 | — | — | ||
| Q4 25 | 3.03× | 2.76× | ||
| Q3 25 | 1.99× | 2.48× | ||
| Q2 25 | 1.12× | -3.43× | ||
| Q1 25 | 0.01× | — | ||
| Q4 24 | 2.28× | 5.90× | ||
| Q3 24 | 1.28× | — | ||
| Q2 24 | 0.26× | -4.84× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CSL
Segment breakdown not available.
CTRI
| Master Services Agreement | $660.7M | 77% |
| Non Union Electric Segment | $163.4M | 19% |
| Related Party | $25.6M | 3% |
