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Side-by-side financial comparison of Commercial Vehicle Group, Inc. (CVGI) and Four Corners Property Trust, Inc. (FCPT). Click either name above to swap in a different company.
Commercial Vehicle Group, Inc. is the larger business by last-quarter revenue ($154.8M vs $78.2M, roughly 2.0× Four Corners Property Trust, Inc.). On growth, Four Corners Property Trust, Inc. posted the faster year-over-year revenue change (9.4% vs -5.2%). Over the past eight quarters, Four Corners Property Trust, Inc.'s revenue compounded faster (8.4% CAGR vs -10.8%).
WABCO Holdings, Inc. was a U.S.-based provider of electronic braking, stability, suspension and transmission automation systems for heavy-duty commercial vehicles. In 2007, the Vehicle Control Systems was spun off as WABCO Holdings Inc., an American provider of electronic braking, stability, suspension and transmission automation systems for heavy-duty commercial vehicles. Their products are present in many commercial vehicles such as trucks, buses, trailers and off-highway vehicles but they ...
Four Corners Property Trust, Inc. is a publicly traded real estate investment trust that acquires, owns, and manages a portfolio of high-quality net-leased commercial properties. Its assets are primarily restaurant and retail locations across the United States, with tenants largely operating in stable consumer-facing industry segments with proven operational performance.
CVGI vs FCPT — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $154.8M | $78.2M |
| Net Profit | — | $30.4M |
| Gross Margin | 9.7% | — |
| Operating Margin | -1.2% | 55.3% |
| Net Margin | — | 38.8% |
| Revenue YoY | -5.2% | 9.4% |
| Net Profit YoY | — | 16.0% |
| EPS (diluted) | — | $0.28 |
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 | — | $78.2M | ||
| Q4 25 | $154.8M | $75.7M | ||
| Q3 25 | $152.5M | $74.1M | ||
| Q2 25 | $172.0M | $72.8M | ||
| Q1 25 | $169.8M | $71.5M | ||
| Q4 24 | $163.3M | $68.3M | ||
| Q3 24 | $171.8M | $66.8M | ||
| Q2 24 | $193.7M | $66.5M |
| Q1 26 | — | $30.4M | ||
| Q4 25 | — | $29.4M | ||
| Q3 25 | $-7.1M | $28.8M | ||
| Q2 25 | $-4.8M | $27.9M | ||
| Q1 25 | $-4.3M | $26.2M | ||
| Q4 24 | — | $26.2M | ||
| Q3 24 | $9.5M | $25.6M | ||
| Q2 24 | $-1.6M | $24.7M |
| Q1 26 | — | — | ||
| Q4 25 | 9.7% | — | ||
| Q3 25 | 10.5% | — | ||
| Q2 25 | 11.4% | — | ||
| Q1 25 | 10.5% | — | ||
| Q4 24 | 8.0% | — | ||
| Q3 24 | 9.6% | — | ||
| Q2 24 | 10.6% | — |
| Q1 26 | — | 55.3% | ||
| Q4 25 | -1.2% | — | ||
| Q3 25 | -0.7% | — | ||
| Q2 25 | 0.5% | — | ||
| Q1 25 | 0.8% | — | ||
| Q4 24 | -3.2% | — | ||
| Q3 24 | -0.6% | — | ||
| Q2 24 | 0.5% | — |
| Q1 26 | — | 38.8% | ||
| Q4 25 | — | 38.9% | ||
| Q3 25 | -4.6% | 38.9% | ||
| Q2 25 | -2.8% | 38.3% | ||
| Q1 25 | -2.5% | 36.6% | ||
| Q4 24 | — | 38.3% | ||
| Q3 24 | 5.5% | 38.3% | ||
| Q2 24 | -0.8% | 37.1% |
| Q1 26 | — | $0.28 | ||
| Q4 25 | — | $0.27 | ||
| Q3 25 | — | $0.28 | ||
| Q2 25 | — | $0.28 | ||
| Q1 25 | — | $0.26 | ||
| Q4 24 | — | $0.27 | ||
| Q3 24 | — | $0.27 | ||
| Q2 24 | $-0.05 | $0.27 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $29.6M |
| Total DebtLower is stronger | $104.9M | — |
| Stockholders' EquityBook value | $133.4M | $1.7B |
| Total Assets | $391.7M | $3.0B |
| Debt / EquityLower = less leverage | 0.79× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $29.6M | ||
| Q4 25 | — | $12.1M | ||
| Q3 25 | — | $6.7M | ||
| Q2 25 | — | $6.0M | ||
| Q1 25 | — | $22.3M | ||
| Q4 24 | — | $4.1M | ||
| Q3 24 | — | $44.5M | ||
| Q2 24 | — | $17.2M |
| Q1 26 | — | — | ||
| Q4 25 | $104.9M | $1.2B | ||
| Q3 25 | $108.2M | $1.2B | ||
| Q2 25 | $118.2M | $1.2B | ||
| Q1 25 | $117.4M | $1.2B | ||
| Q4 24 | $135.5M | $1.1B | ||
| Q3 24 | $128.8M | $1.1B | ||
| Q2 24 | $142.0M | $1.2B |
| Q1 26 | — | $1.7B | ||
| Q4 25 | $133.4M | $1.6B | ||
| Q3 25 | $136.5M | $1.5B | ||
| Q2 25 | $142.6M | $1.5B | ||
| Q1 25 | $136.7M | $1.4B | ||
| Q4 24 | $135.6M | $1.5B | ||
| Q3 24 | $179.3M | $1.4B | ||
| Q2 24 | $169.6M | $1.3B |
| Q1 26 | — | $3.0B | ||
| Q4 25 | $391.7M | $2.9B | ||
| Q3 25 | $400.3M | $2.8B | ||
| Q2 25 | $429.8M | $2.8B | ||
| Q1 25 | $419.8M | $2.7B | ||
| Q4 24 | $424.6M | $2.7B | ||
| Q3 24 | $495.3M | $2.6B | ||
| Q2 24 | $503.2M | $2.5B |
| Q1 26 | — | — | ||
| Q4 25 | 0.79× | 0.74× | ||
| Q3 25 | 0.79× | 0.79× | ||
| Q2 25 | 0.83× | 0.81× | ||
| Q1 25 | 0.86× | 0.84× | ||
| Q4 24 | 1.00× | 0.78× | ||
| Q3 24 | 0.72× | 0.84× | ||
| Q2 24 | 0.84× | 0.92× |
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 | $12.3M | — |
| Free Cash FlowOCF − Capex | $8.7M | — |
| FCF MarginFCF / Revenue | 5.6% | — |
| Capex IntensityCapex / Revenue | 2.3% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $34.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $12.3M | $192.3M | ||
| Q3 25 | $-1.7M | $48.9M | ||
| Q2 25 | $18.9M | $43.8M | ||
| Q1 25 | $15.2M | $51.6M | ||
| Q4 24 | $-26.6M | $144.1M | ||
| Q3 24 | $-17.1M | $43.4M | ||
| Q2 24 | $12.6M | $39.7M |
| Q1 26 | — | — | ||
| Q4 25 | $8.7M | — | ||
| Q3 25 | $-3.5M | — | ||
| Q2 25 | $17.4M | — | ||
| Q1 25 | $11.4M | — | ||
| Q4 24 | $-30.6M | — | ||
| Q3 24 | $-20.3M | — | ||
| Q2 24 | $6.4M | — |
| Q1 26 | — | — | ||
| Q4 25 | 5.6% | — | ||
| Q3 25 | -2.3% | — | ||
| Q2 25 | 10.1% | — | ||
| Q1 25 | 6.7% | — | ||
| Q4 24 | -18.7% | — | ||
| Q3 24 | -11.8% | — | ||
| Q2 24 | 3.3% | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.3% | — | ||
| Q3 25 | 1.2% | — | ||
| Q2 25 | 0.9% | — | ||
| Q1 25 | 2.2% | — | ||
| Q4 24 | 2.4% | — | ||
| Q3 24 | 1.9% | — | ||
| Q2 24 | 3.2% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 6.53× | ||
| Q3 25 | — | 1.70× | ||
| Q2 25 | — | 1.57× | ||
| Q1 25 | — | 1.97× | ||
| Q4 24 | — | 5.51× | ||
| Q3 24 | -1.79× | 1.70× | ||
| Q2 24 | — | 1.61× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CVGI
| Global Seating | $70.7M | 46% |
| Global Electrical Systems | $49.7M | 32% |
| Trim Systems And Components | $34.4M | 22% |
FCPT
| Rental revenue | $69.8M | 89% |
| Restaurant revenue | $8.4M | 11% |
