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Side-by-side financial comparison of DIVERSIFIED HEALTHCARE TRUST (DHC) and WINNEBAGO INDUSTRIES INC (WGO). Click either name above to swap in a different company.
WINNEBAGO INDUSTRIES INC is the larger business by last-quarter revenue ($702.7M vs $379.6M, roughly 1.9× DIVERSIFIED HEALTHCARE TRUST). WINNEBAGO INDUSTRIES INC runs the higher net margin — 0.8% vs -5.6%, a 6.4% gap on every dollar of revenue. On growth, WINNEBAGO INDUSTRIES INC posted the faster year-over-year revenue change (12.3% vs -0.0%). WINNEBAGO INDUSTRIES INC produced more free cash flow last quarter ($19.8M vs $-166.4M). Over the past eight quarters, DIVERSIFIED HEALTHCARE TRUST's revenue compounded faster (1.2% CAGR vs -4.5%).
GE Healthcare Technologies, Inc. is an American health technology company based in Chicago, Illinois. The company, which stylizes its own name as GE HealthCare, operates four divisions: Medical imaging, which includes molecular imaging, computed tomography, magnetic resonance, women’s health screening and X-ray systems; Ultrasound; Patient Care Solutions, which is focused on remote patient monitoring, anesthesia and respiratory care, diagnostic cardiology, and infant care; and Pharmaceutical ...
Winnebago Industries, Inc. is an American manufacturer of motorhomes, a type of recreational vehicle (RV). In 2018, the company expanded into motorboat manufacturing with the acquisition of Chris-Craft Corporation. Winnebago has also manufactured light-to-medium utility vehicles as well as other products. The company is named after Winnebago County, Iowa, where it used to be headquartered. The county is named after the Native American tribe who have historically lived in the area. During the ...
DHC vs WGO — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $379.6M | $702.7M |
| Net Profit | $-21.2M | $5.5M |
| Gross Margin | — | 12.7% |
| Operating Margin | -12.6% | 2.0% |
| Net Margin | -5.6% | 0.8% |
| Revenue YoY | -0.0% | 12.3% |
| Net Profit YoY | 75.7% | 205.8% |
| EPS (diluted) | $-0.09 | $0.19 |
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 | $379.6M | $702.7M | ||
| Q3 25 | $388.7M | — | ||
| Q2 25 | $382.7M | $775.1M | ||
| Q1 25 | $386.9M | — | ||
| Q4 24 | $379.6M | $625.6M | ||
| Q3 24 | $373.6M | $720.9M | ||
| Q2 24 | $371.4M | $786.0M | ||
| Q1 24 | $370.8M | $703.6M |
| Q4 25 | $-21.2M | $5.5M | ||
| Q3 25 | $-164.0M | — | ||
| Q2 25 | $-91.6M | $17.6M | ||
| Q1 25 | $-9.0M | — | ||
| Q4 24 | $-87.4M | $-5.2M | ||
| Q3 24 | $-98.7M | $-29.1M | ||
| Q2 24 | $-97.9M | $29.0M | ||
| Q1 24 | $-86.3M | $-12.7M |
| Q4 25 | — | 12.7% | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 13.7% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 12.3% | ||
| Q3 24 | — | 13.1% | ||
| Q2 24 | — | 15.0% | ||
| Q1 24 | — | 15.0% |
| Q4 25 | -12.6% | 2.0% | ||
| Q3 25 | -43.4% | — | ||
| Q2 25 | -24.5% | 3.9% | ||
| Q1 25 | -2.7% | — | ||
| Q4 24 | -26.1% | -0.1% | ||
| Q3 24 | -26.5% | -2.5% | ||
| Q2 24 | -23.0% | 5.5% | ||
| Q1 24 | -23.7% | 5.0% |
| Q4 25 | -5.6% | 0.8% | ||
| Q3 25 | -42.2% | — | ||
| Q2 25 | -23.9% | 2.3% | ||
| Q1 25 | -2.3% | — | ||
| Q4 24 | -23.0% | -0.8% | ||
| Q3 24 | -26.4% | -4.0% | ||
| Q2 24 | -26.3% | 3.7% | ||
| Q1 24 | -23.3% | -1.8% |
| Q4 25 | $-0.09 | $0.19 | ||
| Q3 25 | $-0.68 | — | ||
| Q2 25 | $-0.38 | $0.62 | ||
| Q1 25 | $-0.04 | — | ||
| Q4 24 | $-0.37 | $-0.18 | ||
| Q3 24 | $-0.41 | $-0.87 | ||
| Q2 24 | $-0.41 | $0.96 | ||
| Q1 24 | $-0.36 | $-0.43 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $105.4M | $181.7M |
| Total DebtLower is stronger | $2.4B | $541.0M |
| Stockholders' EquityBook value | $1.7B | $1.2B |
| Total Assets | $4.4B | $2.1B |
| Debt / EquityLower = less leverage | 1.47× | 0.44× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $105.4M | $181.7M | ||
| Q3 25 | $201.4M | — | ||
| Q2 25 | $141.8M | $10.5M | ||
| Q1 25 | $302.6M | — | ||
| Q4 24 | $144.6M | $262.5M | ||
| Q3 24 | $256.5M | $330.9M | ||
| Q2 24 | $265.6M | $318.1M | ||
| Q1 24 | $207.1M | $265.7M |
| Q4 25 | $2.4B | $541.0M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $539.9M | ||
| Q1 25 | — | — | ||
| Q4 24 | $3.1B | $637.7M | ||
| Q3 24 | — | $637.1M | ||
| Q2 24 | — | $636.4M | ||
| Q1 24 | — | $694.8M |
| Q4 25 | $1.7B | $1.2B | ||
| Q3 25 | $1.7B | — | ||
| Q2 25 | $1.9B | $1.2B | ||
| Q1 25 | $1.9B | — | ||
| Q4 24 | $2.0B | $1.2B | ||
| Q3 24 | $2.0B | $1.3B | ||
| Q2 24 | $2.1B | $1.3B | ||
| Q1 24 | $2.2B | $1.3B |
| Q4 25 | $4.4B | $2.1B | ||
| Q3 25 | $4.7B | — | ||
| Q2 25 | $4.8B | $2.1B | ||
| Q1 25 | $5.0B | — | ||
| Q4 24 | $5.1B | $2.3B | ||
| Q3 24 | $5.3B | $2.4B | ||
| Q2 24 | $5.3B | $2.4B | ||
| Q1 24 | $5.3B | $2.4B |
| Q4 25 | 1.47× | 0.44× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 0.44× | ||
| Q1 25 | — | — | ||
| Q4 24 | 1.56× | 0.51× | ||
| Q3 24 | — | 0.50× | ||
| Q2 24 | — | 0.48× | ||
| Q1 24 | — | 0.52× |
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 | $-19.6M | $25.4M |
| Free Cash FlowOCF − Capex | $-166.4M | $19.8M |
| FCF MarginFCF / Revenue | -43.8% | 2.8% |
| Capex IntensityCapex / Revenue | 38.7% | 0.8% |
| Cash ConversionOCF / Net Profit | — | 4.62× |
| TTM Free Cash FlowTrailing 4 quarters | $-280.3M | $-32.4M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-19.6M | $25.4M | ||
| Q3 25 | $-49.3M | — | ||
| Q2 25 | $53.0M | $-35.8M | ||
| Q1 25 | $-3.2M | — | ||
| Q4 24 | $112.2M | $-16.7M | ||
| Q3 24 | $21.1M | $40.7M | ||
| Q2 24 | $44.3M | $99.4M | ||
| Q1 24 | $28.6M | $25.2M |
| Q4 25 | $-166.4M | $19.8M | ||
| Q3 25 | $-89.8M | — | ||
| Q2 25 | $18.8M | $-55.0M | ||
| Q1 25 | $-42.9M | — | ||
| Q4 24 | $-89.5M | $-26.7M | ||
| Q3 24 | $-26.1M | $29.5M | ||
| Q2 24 | $3.3M | $88.4M | ||
| Q1 24 | $-18.1M | $14.2M |
| Q4 25 | -43.8% | 2.8% | ||
| Q3 25 | -23.1% | — | ||
| Q2 25 | 4.9% | -7.1% | ||
| Q1 25 | -11.1% | — | ||
| Q4 24 | -23.6% | -4.3% | ||
| Q3 24 | -7.0% | 4.1% | ||
| Q2 24 | 0.9% | 11.2% | ||
| Q1 24 | -4.9% | 2.0% |
| Q4 25 | 38.7% | 0.8% | ||
| Q3 25 | 10.4% | — | ||
| Q2 25 | 8.9% | 2.5% | ||
| Q1 25 | 10.2% | — | ||
| Q4 24 | 53.1% | 1.6% | ||
| Q3 24 | 12.6% | 1.6% | ||
| Q2 24 | 11.0% | 1.4% | ||
| Q1 24 | 12.6% | 1.6% |
| Q4 25 | — | 4.62× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | -2.03× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 3.43× | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DHC
| Senior Housing Operating Portfolio Segment | $323.4M | 85% |
| Rental Income | $56.2M | 15% |
WGO
| Travel Trailer | $139.2M | 20% |
| Class C And Other | $131.0M | 19% |
| Fifth Wheel | $116.0M | 17% |
| Class A | $97.4M | 14% |
| Marine Segment | $79.2M | 11% |
| Class B | $76.3M | 11% |
| Other | $56.4M | 8% |
