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Side-by-side financial comparison of Centuri Holdings, Inc. (CTRI) and Global Business Travel Group, Inc. (GBTG). Click either name above to swap in a different company.
Centuri Holdings, Inc. is the larger business by last-quarter revenue ($858.6M vs $792.0M, roughly 1.1× Global Business Travel Group, Inc.). Global Business Travel Group, Inc. runs the higher net margin — 10.5% vs 3.5%, a 6.9% gap on every dollar of revenue. On growth, Global Business Travel Group, Inc. posted the faster year-over-year revenue change (34.0% vs 19.7%). Centuri Holdings, Inc. produced more free cash flow last quarter ($66.3M vs $13.0M). Over the past eight quarters, Centuri Holdings, Inc.'s revenue compounded faster (27.5% CAGR vs 13.9%).
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 ...
A travel management company (TMC) is a travel agency which manages organizations' corporate or business travel programs. Such companies will often provide an end-user online booking tool, mobile application, program management, and consulting teams, executive travel services, meetings and events support, reporting functionality, duty of care, and more. Non-Profit travel management companies also provide services to manage complex visa requirements, pre-trip medical needs, remote area travel, ...
CTRI vs GBTG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $858.6M | $792.0M |
| Net Profit | $30.4M | $83.0M |
| Gross Margin | 9.4% | — |
| Operating Margin | 4.3% | 3.7% |
| Net Margin | 3.5% | 10.5% |
| Revenue YoY | 19.7% | 34.0% |
| Net Profit YoY | 194.1% | 692.9% |
| EPS (diluted) | $0.34 | $0.16 |
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 | $858.6M | $792.0M | ||
| Q3 25 | $850.0M | $674.0M | ||
| Q2 25 | $724.1M | $631.0M | ||
| Q1 25 | $550.1M | $621.0M | ||
| Q4 24 | $717.1M | $591.0M | ||
| Q3 24 | $720.1M | $597.0M | ||
| Q2 24 | $672.1M | $625.0M | ||
| Q1 24 | $528.0M | $610.0M |
| Q4 25 | $30.4M | $83.0M | ||
| Q3 25 | $2.1M | $-62.0M | ||
| Q2 25 | $8.1M | $15.0M | ||
| Q1 25 | $-17.9M | $75.0M | ||
| Q4 24 | $10.3M | $-14.0M | ||
| Q3 24 | $-3.7M | $-128.0M | ||
| Q2 24 | $11.7M | $27.0M | ||
| Q1 24 | $-25.1M | $-19.0M |
| Q4 25 | 9.4% | — | ||
| Q3 25 | 9.2% | — | ||
| Q2 25 | 9.4% | — | ||
| Q1 25 | 3.7% | — | ||
| Q4 24 | 9.9% | — | ||
| Q3 24 | 10.5% | — | ||
| Q2 24 | 9.0% | — | ||
| Q1 24 | 2.5% | — |
| Q4 25 | 4.3% | 3.7% | ||
| Q3 25 | 4.3% | 1.8% | ||
| Q2 25 | 4.4% | 5.4% | ||
| Q1 25 | -2.3% | 8.9% | ||
| Q4 24 | 4.7% | 5.1% | ||
| Q3 24 | 5.8% | 4.5% | ||
| Q2 24 | 4.9% | 6.7% | ||
| Q1 24 | -4.2% | 2.6% |
| Q4 25 | 3.5% | 10.5% | ||
| Q3 25 | 0.2% | -9.2% | ||
| Q2 25 | 1.1% | 2.4% | ||
| Q1 25 | -3.3% | 12.1% | ||
| Q4 24 | 1.4% | -2.4% | ||
| Q3 24 | -0.5% | -21.4% | ||
| Q2 24 | 1.7% | 4.3% | ||
| Q1 24 | -4.7% | -3.1% |
| Q4 25 | $0.34 | $0.16 | ||
| Q3 25 | $0.02 | $-0.13 | ||
| Q2 25 | $0.09 | $0.03 | ||
| Q1 25 | $-0.20 | $0.16 | ||
| Q4 24 | $0.17 | $-0.04 | ||
| Q3 24 | $-0.04 | $-0.28 | ||
| Q2 24 | $0.14 | $0.06 | ||
| Q1 24 | $-0.35 | $-0.04 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $126.6M | $434.0M |
| Total DebtLower is stronger | — | $1.4B |
| Stockholders' EquityBook value | $873.0M | $1.6B |
| Total Assets | $2.4B | $4.9B |
| Debt / EquityLower = less leverage | — | 0.88× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $126.6M | $434.0M | ||
| Q3 25 | $16.1M | $427.0M | ||
| Q2 25 | $28.3M | $601.0M | ||
| Q1 25 | $15.3M | $552.0M | ||
| Q4 24 | $49.0M | $536.0M | ||
| Q3 24 | $52.5M | $524.0M | ||
| Q2 24 | $30.9M | $515.0M | ||
| Q1 24 | $18.4M | $475.0M |
| Q4 25 | — | $1.4B | ||
| Q3 25 | — | $1.4B | ||
| Q2 25 | — | $1.4B | ||
| Q1 25 | — | $1.4B | ||
| Q4 24 | — | $1.4B | ||
| Q3 24 | — | $1.4B | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $873.0M | $1.6B | ||
| Q3 25 | $585.2M | $1.5B | ||
| Q2 25 | $567.1M | $1.2B | ||
| Q1 25 | $536.5M | $1.1B | ||
| Q4 24 | $555.6M | $1.1B | ||
| Q3 24 | $527.3M | $1.1B | ||
| Q2 24 | $530.4M | $1.2B | ||
| Q1 24 | $197.8M | $1.2B |
| Q4 25 | $2.4B | $4.9B | ||
| Q3 25 | $2.2B | $4.8B | ||
| Q2 25 | $2.1B | $3.9B | ||
| Q1 25 | $2.0B | $3.8B | ||
| Q4 24 | $2.1B | $3.6B | ||
| Q3 24 | $2.1B | $3.8B | ||
| Q2 24 | $2.2B | $3.8B | ||
| Q1 24 | $2.1B | $3.8B |
| Q4 25 | — | 0.88× | ||
| Q3 25 | — | 0.91× | ||
| Q2 25 | — | 1.15× | ||
| Q1 25 | — | 1.23× | ||
| Q4 24 | — | 1.32× | ||
| Q3 24 | — | 1.26× | ||
| Q2 24 | — | — | ||
| Q1 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 | $83.9M | $52.0M |
| Free Cash FlowOCF − Capex | $66.3M | $13.0M |
| FCF MarginFCF / Revenue | 7.7% | 1.6% |
| Capex IntensityCapex / Revenue | 2.0% | 4.9% |
| Cash ConversionOCF / Net Profit | 2.76× | 0.63× |
| TTM Free Cash FlowTrailing 4 quarters | $-8.2M | $104.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $83.9M | $52.0M | ||
| Q3 25 | $5.2M | $71.0M | ||
| Q2 25 | $-27.7M | $57.0M | ||
| Q1 25 | $16.7M | $53.0M | ||
| Q4 24 | $61.0M | $65.0M | ||
| Q3 24 | $180.2M | $85.0M | ||
| Q2 24 | $-56.6M | $73.0M | ||
| Q1 24 | $-26.5M | $49.0M |
| Q4 25 | $66.3M | $13.0M | ||
| Q3 25 | $-18.4M | $38.0M | ||
| Q2 25 | $-48.5M | $27.0M | ||
| Q1 25 | $-7.7M | $26.0M | ||
| Q4 24 | $27.8M | $33.0M | ||
| Q3 24 | $160.7M | $59.0M | ||
| Q2 24 | $-76.9M | $49.0M | ||
| Q1 24 | $-52.7M | $24.0M |
| Q4 25 | 7.7% | 1.6% | ||
| Q3 25 | -2.2% | 5.6% | ||
| Q2 25 | -6.7% | 4.3% | ||
| Q1 25 | -1.4% | 4.2% | ||
| Q4 24 | 3.9% | 5.6% | ||
| Q3 24 | 22.3% | 9.9% | ||
| Q2 24 | -11.4% | 7.8% | ||
| Q1 24 | -10.0% | 3.9% |
| Q4 25 | 2.0% | 4.9% | ||
| Q3 25 | 2.8% | 4.9% | ||
| Q2 25 | 2.9% | 4.8% | ||
| Q1 25 | 4.4% | 4.3% | ||
| Q4 24 | 4.6% | 5.4% | ||
| Q3 24 | 2.7% | 4.4% | ||
| Q2 24 | 3.0% | 3.8% | ||
| Q1 24 | 5.0% | 4.1% |
| Q4 25 | 2.76× | 0.63× | ||
| Q3 25 | 2.48× | — | ||
| Q2 25 | -3.43× | 3.80× | ||
| Q1 25 | — | 0.71× | ||
| Q4 24 | 5.90× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | -4.84× | 2.70× | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CTRI
| Master Services Agreement | $660.7M | 77% |
| Non Union Electric Segment | $163.4M | 19% |
| Related Party | $25.6M | 3% |
GBTG
| Travel | $620.0M | 78% |
| Other | $172.0M | 22% |
