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Side-by-side financial comparison of Commercial Vehicle Group, Inc. (CVGI) and Piedmont Realty Trust, Inc. (PDM). 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 $142.9M, roughly 1.1× Piedmont Realty Trust, Inc.). On growth, Piedmont Realty Trust, Inc. posted the faster year-over-year revenue change (-0.3% vs -5.2%). Over the past eight quarters, Piedmont Realty Trust, Inc.'s revenue compounded faster (-0.6% 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 ...
Piedmont Realty Trust, Inc. is a publicly traded real estate investment trust (REIT) that owns, operates, and invests in high-quality office properties primarily located in high-growth metropolitan areas across the United States. It serves corporate tenants across multiple industry sectors including technology, professional services, and healthcare, and pursues stable long-term returns for stakeholders via strategic property management and portfolio optimization.
CVGI vs PDM — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $154.8M | $142.9M |
| Net Profit | — | $-43.2M |
| Gross Margin | 9.7% | — |
| Operating Margin | -1.2% | — |
| Net Margin | — | -30.3% |
| Revenue YoY | -5.2% | -0.3% |
| Net Profit YoY | — | -44.3% |
| EPS (diluted) | — | $-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.
| Q4 25 | $154.8M | $142.9M | ||
| Q3 25 | $152.5M | $139.2M | ||
| Q2 25 | $172.0M | $140.3M | ||
| Q1 25 | $169.8M | $142.7M | ||
| Q4 24 | $163.3M | $143.2M | ||
| Q3 24 | $171.8M | $139.3M | ||
| Q2 24 | $193.7M | $143.3M | ||
| Q1 24 | $194.6M | $144.5M |
| Q4 25 | — | $-43.2M | ||
| Q3 25 | $-7.1M | $-13.5M | ||
| Q2 25 | $-4.8M | $-16.8M | ||
| Q1 25 | $-4.3M | $-10.1M | ||
| Q4 24 | — | $-30.0M | ||
| Q3 24 | $9.5M | $-11.5M | ||
| Q2 24 | $-1.6M | $-9.8M | ||
| Q1 24 | $2.9M | $-27.8M |
| 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 24 | 11.9% | — |
| 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 24 | 2.3% | — |
| Q4 25 | — | -30.3% | ||
| Q3 25 | -4.6% | -9.7% | ||
| Q2 25 | -2.8% | -12.0% | ||
| Q1 25 | -2.5% | -7.1% | ||
| Q4 24 | — | -20.9% | ||
| Q3 24 | 5.5% | -8.3% | ||
| Q2 24 | -0.8% | -6.8% | ||
| Q1 24 | 1.5% | -19.2% |
| Q4 25 | — | $-0.34 | ||
| Q3 25 | — | $-0.11 | ||
| Q2 25 | — | $-0.14 | ||
| Q1 25 | — | $-0.08 | ||
| Q4 24 | — | $-0.25 | ||
| Q3 24 | — | $-0.09 | ||
| Q2 24 | $-0.05 | $-0.08 | ||
| Q1 24 | $0.09 | $-0.22 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $731.0K |
| Total DebtLower is stronger | $104.9M | $2.2B |
| Stockholders' EquityBook value | $133.4M | $1.5B |
| Total Assets | $391.7M | $4.0B |
| Debt / EquityLower = less leverage | 0.79× | 1.49× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $731.0K | ||
| Q3 25 | — | $3.0M | ||
| Q2 25 | — | $3.3M | ||
| Q1 25 | — | $2.9M | ||
| Q4 24 | — | $109.6M | ||
| Q3 24 | — | $133.6M | ||
| Q2 24 | — | $138.5M | ||
| Q1 24 | — | $3.5M |
| Q4 25 | $104.9M | $2.2B | ||
| Q3 25 | $108.2M | $2.2B | ||
| Q2 25 | $118.2M | $2.2B | ||
| Q1 25 | $117.4M | $2.2B | ||
| Q4 24 | $135.5M | $2.2B | ||
| Q3 24 | $128.8M | $2.2B | ||
| Q2 24 | $142.0M | $2.2B | ||
| Q1 24 | $155.7M | $2.1B |
| Q4 25 | $133.4M | $1.5B | ||
| Q3 25 | $136.5M | $1.5B | ||
| Q2 25 | $142.6M | $1.5B | ||
| Q1 25 | $136.7M | $1.6B | ||
| Q4 24 | $135.6M | $1.6B | ||
| Q3 24 | $179.3M | $1.6B | ||
| Q2 24 | $169.6M | $1.7B | ||
| Q1 24 | $175.5M | $1.7B |
| Q4 25 | $391.7M | $4.0B | ||
| Q3 25 | $400.3M | $4.0B | ||
| Q2 25 | $429.8M | $4.0B | ||
| Q1 25 | $419.8M | $4.0B | ||
| Q4 24 | $424.6M | $4.1B | ||
| Q3 24 | $495.3M | $4.1B | ||
| Q2 24 | $503.2M | $4.2B | ||
| Q1 24 | $509.2M | $4.0B |
| Q4 25 | 0.79× | 1.49× | ||
| Q3 25 | 0.79× | 1.43× | ||
| Q2 25 | 0.83× | 1.41× | ||
| Q1 25 | 0.86× | 1.40× | ||
| Q4 24 | 1.00× | 1.40× | ||
| Q3 24 | 0.72× | 1.36× | ||
| Q2 24 | 0.84× | 1.34× | ||
| Q1 24 | 0.89× | 1.23× |
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 | $140.6M |
| 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.
| Q4 25 | $12.3M | $140.6M | ||
| Q3 25 | $-1.7M | $35.8M | ||
| Q2 25 | $18.9M | $50.1M | ||
| Q1 25 | $15.2M | $3.7M | ||
| Q4 24 | $-26.6M | $198.1M | ||
| Q3 24 | $-17.1M | $42.9M | ||
| Q2 24 | $12.6M | $66.8M | ||
| Q1 24 | $-2.4M | $23.4M |
| 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 24 | $-7.4M | — |
| 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 24 | -3.8% | — |
| 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 24 | 2.6% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | -1.79× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | -0.80× | — |
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% |
PDM
| Atlanta GA | $45.7M | 32% |
| Dallas TX | $24.1M | 17% |
| Orlando FL | $19.3M | 13% |
| New York NY | $14.7M | 10% |
| Northern Virginia Washington D.C. | $12.9M | 9% |
| Minneapolis MN | $11.4M | 8% |
| Boston MA | $9.8M | 7% |
| Real Estate Other | $7.8M | 5% |
