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Side-by-side financial comparison of Centuri Holdings, Inc. (CTRI) and Hilton Grand Vacations Inc. (HGV). Click either name above to swap in a different company.
Hilton Grand Vacations Inc. is the larger business by last-quarter revenue ($1.2B vs $858.6M, roughly 1.4× Centuri Holdings, Inc.). Hilton Grand Vacations Inc. runs the higher net margin — 4.0% vs 3.5%, a 0.5% gap on every dollar of revenue. On growth, Centuri Holdings, Inc. posted the faster year-over-year revenue change (19.7% vs 3.7%). Hilton Grand Vacations Inc. produced more free cash flow last quarter ($147.0M vs $66.3M). Over the past eight quarters, Centuri Holdings, Inc.'s revenue compounded faster (27.5% CAGR vs 7.4%).
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 ...
Hilton Grand Vacations Inc. is a multi-national company that is based in Orlando, Florida, United States. It manages and operates the Hilton Worldwide timeshare and vacation ownership brands under an exclusive licensing agreement with Hilton Worldwide. HGV was formerly a wholly owned subsidiary of Hilton Worldwide until it was spun off into a publicly traded company in 2017. Even though HGV is an independent company post spin-off, Hilton Worldwide still retains full ownership of the Hilton Gr...
CTRI vs HGV — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $858.6M | $1.2B |
| Net Profit | $30.4M | $48.0M |
| Gross Margin | 9.4% | — |
| Operating Margin | 4.3% | 7.8% |
| Net Margin | 3.5% | 4.0% |
| Revenue YoY | 19.7% | 3.7% |
| Net Profit YoY | 194.1% | 140.0% |
| EPS (diluted) | $0.34 | $0.53 |
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 | $1.2B | ||
| Q3 25 | $850.0M | $1.2B | ||
| Q2 25 | $724.1M | $1.1B | ||
| Q1 25 | $550.1M | $1.0B | ||
| Q4 24 | $717.1M | $1.1B | ||
| Q3 24 | $720.1M | $1.2B | ||
| Q2 24 | $672.1M | $1.1B | ||
| Q1 24 | $528.0M | $1.0B |
| Q4 25 | $30.4M | $48.0M | ||
| Q3 25 | $2.1M | $25.0M | ||
| Q2 25 | $8.1M | $25.0M | ||
| Q1 25 | $-17.9M | $-17.0M | ||
| Q4 24 | $10.3M | $20.0M | ||
| Q3 24 | $-3.7M | $29.0M | ||
| Q2 24 | $11.7M | $2.0M | ||
| Q1 24 | $-25.1M | $-4.0M |
| 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% | 7.8% | ||
| Q3 25 | 4.3% | 3.9% | ||
| Q2 25 | 4.4% | 3.8% | ||
| Q1 25 | -2.3% | -0.6% | ||
| Q4 24 | 4.7% | 4.3% | ||
| Q3 24 | 5.8% | 7.9% | ||
| Q2 24 | 4.9% | 0.6% | ||
| Q1 24 | -4.2% | -1.3% |
| Q4 25 | 3.5% | 4.0% | ||
| Q3 25 | 0.2% | 2.1% | ||
| Q2 25 | 1.1% | 2.2% | ||
| Q1 25 | -3.3% | -1.7% | ||
| Q4 24 | 1.4% | 1.7% | ||
| Q3 24 | -0.5% | 2.5% | ||
| Q2 24 | 1.7% | 0.2% | ||
| Q1 24 | -4.7% | -0.4% |
| Q4 25 | $0.34 | $0.53 | ||
| Q3 25 | $0.02 | $0.28 | ||
| Q2 25 | $0.09 | $0.25 | ||
| Q1 25 | $-0.20 | $-0.17 | ||
| Q4 24 | $0.17 | $0.19 | ||
| Q3 24 | $-0.04 | $0.28 | ||
| Q2 24 | $0.14 | $0.02 | ||
| 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 | $239.0M |
| Total DebtLower is stronger | — | $4.5B |
| Stockholders' EquityBook value | $873.0M | $1.3B |
| Total Assets | $2.4B | $11.5B |
| Debt / EquityLower = less leverage | — | 3.53× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $126.6M | $239.0M | ||
| Q3 25 | $16.1M | $215.0M | ||
| Q2 25 | $28.3M | $269.0M | ||
| Q1 25 | $15.3M | $259.0M | ||
| Q4 24 | $49.0M | $328.0M | ||
| Q3 24 | $52.5M | $297.0M | ||
| Q2 24 | $30.9M | $328.0M | ||
| Q1 24 | $18.4M | $355.0M |
| Q4 25 | — | $4.5B | ||
| Q3 25 | — | $4.7B | ||
| Q2 25 | — | $4.6B | ||
| Q1 25 | — | $4.5B | ||
| Q4 24 | — | $4.6B | ||
| Q3 24 | — | $5.0B | ||
| Q2 24 | — | $4.9B | ||
| Q1 24 | — | $5.1B |
| Q4 25 | $873.0M | $1.3B | ||
| Q3 25 | $585.2M | $1.4B | ||
| Q2 25 | $567.1M | $1.5B | ||
| Q1 25 | $536.5M | $1.6B | ||
| Q4 24 | $555.6M | $1.8B | ||
| Q3 24 | $527.3M | $1.8B | ||
| Q2 24 | $530.4M | $1.9B | ||
| Q1 24 | $197.8M | $2.0B |
| Q4 25 | $2.4B | $11.5B | ||
| Q3 25 | $2.2B | $11.7B | ||
| Q2 25 | $2.1B | $11.7B | ||
| Q1 25 | $2.0B | $11.8B | ||
| Q4 24 | $2.1B | $11.4B | ||
| Q3 24 | $2.1B | $11.2B | ||
| Q2 24 | $2.2B | $11.5B | ||
| Q1 24 | $2.1B | $11.7B |
| Q4 25 | — | 3.53× | ||
| Q3 25 | — | 3.41× | ||
| Q2 25 | — | 3.07× | ||
| Q1 25 | — | 2.83× | ||
| Q4 24 | — | 2.63× | ||
| Q3 24 | — | 2.73× | ||
| Q2 24 | — | 2.55× | ||
| Q1 24 | — | 2.57× |
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 | $167.0M |
| Free Cash FlowOCF − Capex | $66.3M | $147.0M |
| FCF MarginFCF / Revenue | 7.7% | 12.3% |
| Capex IntensityCapex / Revenue | 2.0% | 1.7% |
| Cash ConversionOCF / Net Profit | 2.76× | 3.48× |
| TTM Free Cash FlowTrailing 4 quarters | $-8.2M | $230.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $83.9M | $167.0M | ||
| Q3 25 | $5.2M | $34.0M | ||
| Q2 25 | $-27.7M | $61.0M | ||
| Q1 25 | $16.7M | $38.0M | ||
| Q4 24 | $61.0M | $105.0M | ||
| Q3 24 | $180.2M | $91.0M | ||
| Q2 24 | $-56.6M | $113.0M | ||
| Q1 24 | $-26.5M | $0 |
| Q4 25 | $66.3M | $147.0M | ||
| Q3 25 | $-18.4M | $13.0M | ||
| Q2 25 | $-48.5M | $46.0M | ||
| Q1 25 | $-7.7M | $24.0M | ||
| Q4 24 | $27.8M | $90.0M | ||
| Q3 24 | $160.7M | $81.0M | ||
| Q2 24 | $-76.9M | $106.0M | ||
| Q1 24 | $-52.7M | — |
| Q4 25 | 7.7% | 12.3% | ||
| Q3 25 | -2.2% | 1.1% | ||
| Q2 25 | -6.7% | 4.0% | ||
| Q1 25 | -1.4% | 2.4% | ||
| Q4 24 | 3.9% | 7.8% | ||
| Q3 24 | 22.3% | 6.9% | ||
| Q2 24 | -11.4% | 9.6% | ||
| Q1 24 | -10.0% | — |
| Q4 25 | 2.0% | 1.7% | ||
| Q3 25 | 2.8% | 1.8% | ||
| Q2 25 | 2.9% | 1.3% | ||
| Q1 25 | 4.4% | 1.4% | ||
| Q4 24 | 4.6% | 1.3% | ||
| Q3 24 | 2.7% | 0.9% | ||
| Q2 24 | 3.0% | 0.6% | ||
| Q1 24 | 5.0% | 1.0% |
| Q4 25 | 2.76× | 3.48× | ||
| Q3 25 | 2.48× | 1.36× | ||
| Q2 25 | -3.43× | 2.44× | ||
| Q1 25 | — | — | ||
| Q4 24 | 5.90× | 5.25× | ||
| Q3 24 | — | 3.14× | ||
| Q2 24 | -4.84× | 56.50× | ||
| 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% |
HGV
| Sales Of Vacation Ownership Intervals Net | $492.0M | 41% |
| Fee For Services Commissions Package Sales And Other Fees | $169.0M | 14% |
| Cost Reimbursements | $141.0M | 12% |
| Resort Management | $118.0M | 10% |
| Other | $116.0M | 10% |
| Club Management | $101.0M | 8% |
| Related Party | $42.0M | 4% |
| Ancillary Services | $13.0M | 1% |
