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Side-by-side financial comparison of dLocal Ltd (DLO) and WESBANCO INC (WSBC). Click either name above to swap in a different company.
dLocal Ltd is the larger business by last-quarter revenue ($337.9M vs $257.2M, roughly 1.3× WESBANCO INC). WESBANCO INC runs the higher net margin — 34.5% vs 16.5%, a 18.0% gap on every dollar of revenue.
dLocal Limited is a Uruguayan financial technology company. It provides cross-border payments connecting global merchants to emerging markets.
WesBanco, Inc., is a bank holding company headquartered in Wheeling, West Virginia, United States. It has over 200 branches in West Virginia, Ohio, Western Pennsylvania, Kentucky, Maryland, and Southern Indiana.
DLO vs WSBC — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $337.9M | $257.2M |
| Net Profit | $55.6M | $88.6M |
| Gross Margin | 34.3% | — |
| Operating Margin | 18.6% | — |
| Net Margin | 16.5% | 34.5% |
| Revenue YoY | 65.2% | — |
| Net Profit YoY | 87.3% | 54.4% |
| EPS (diluted) | $0.18 | $0.88 |
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 | — | $257.2M | ||
| Q4 25 | $337.9M | $265.6M | ||
| Q3 25 | $282.5M | $261.6M | ||
| Q2 25 | — | $260.7M | ||
| Q1 25 | — | $193.2M | ||
| Q4 24 | $204.5M | $162.9M | ||
| Q3 24 | $185.8M | $150.8M | ||
| Q2 24 | — | $147.9M |
| Q1 26 | — | $88.6M | ||
| Q4 25 | $55.6M | $91.1M | ||
| Q3 25 | $141.3M | $83.6M | ||
| Q2 25 | — | $57.4M | ||
| Q1 25 | — | $-9.0M | ||
| Q4 24 | $29.7M | $49.6M | ||
| Q3 24 | $90.8M | $37.3M | ||
| Q2 24 | — | $28.9M |
| Q1 26 | — | — | ||
| Q4 25 | 34.3% | — | ||
| Q3 25 | 36.5% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 40.9% | — | ||
| Q3 24 | 42.1% | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 18.6% | 43.2% | ||
| Q3 25 | 19.7% | 39.5% | ||
| Q2 25 | — | 27.2% | ||
| Q1 25 | — | -5.0% | ||
| Q4 24 | 20.7% | 38.0% | ||
| Q3 24 | 22.1% | 29.7% | ||
| Q2 24 | — | 23.7% |
| Q1 26 | — | 34.5% | ||
| Q4 25 | 16.5% | 34.3% | ||
| Q3 25 | 50.0% | 31.9% | ||
| Q2 25 | — | 22.0% | ||
| Q1 25 | — | -4.7% | ||
| Q4 24 | 14.5% | 30.5% | ||
| Q3 24 | 48.9% | 24.7% | ||
| Q2 24 | — | 19.5% |
| Q1 26 | — | $0.88 | ||
| Q4 25 | $0.18 | $0.97 | ||
| Q3 25 | $0.17 | $0.84 | ||
| Q2 25 | — | $0.57 | ||
| Q1 25 | — | $-0.15 | ||
| Q4 24 | $0.09 | $0.72 | ||
| Q3 24 | $0.09 | $0.54 | ||
| Q2 24 | — | $0.44 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $719.9M | — |
| Total DebtLower is stronger | $86.7M | — |
| Stockholders' EquityBook value | $569.4M | $4.1B |
| Total Assets | $1.5B | $27.5B |
| Debt / EquityLower = less leverage | 0.15× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $719.9M | $956.1M | ||
| Q3 25 | $604.5M | $1.0B | ||
| Q2 25 | — | $1.2B | ||
| Q1 25 | — | $1.1B | ||
| Q4 24 | $425.2M | $568.1M | ||
| Q3 24 | $560.5M | $620.9M | ||
| Q2 24 | — | $486.8M |
| Q1 26 | — | — | ||
| Q4 25 | $86.7M | — | ||
| Q3 25 | $63.1M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $39.8M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $4.1B | ||
| Q4 25 | $569.4M | $4.0B | ||
| Q3 25 | $504.7M | $4.1B | ||
| Q2 25 | — | $3.8B | ||
| Q1 25 | — | $3.8B | ||
| Q4 24 | $489.0M | $2.8B | ||
| Q3 24 | $457.0M | $2.8B | ||
| Q2 24 | — | $2.5B |
| Q1 26 | — | $27.5B | ||
| Q4 25 | $1.5B | $27.7B | ||
| Q3 25 | $1.4B | $27.5B | ||
| Q2 25 | — | $27.6B | ||
| Q1 25 | — | $27.4B | ||
| Q4 24 | $1.2B | $18.7B | ||
| Q3 24 | — | $18.5B | ||
| Q2 24 | — | $18.1B |
| Q1 26 | — | — | ||
| Q4 25 | 0.15× | — | ||
| Q3 25 | 0.12× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.08× | — | ||
| Q3 24 | — | — | ||
| Q2 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 | $100.4M | — |
| Free Cash FlowOCF − Capex | $99.8M | — |
| FCF MarginFCF / Revenue | 29.5% | — |
| Capex IntensityCapex / Revenue | 0.2% | — |
| Cash ConversionOCF / Net Profit | 1.80× | — |
| TTM Free Cash FlowTrailing 4 quarters | $378.7M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $100.4M | $290.4M | ||
| Q3 25 | $315.0M | $116.9M | ||
| Q2 25 | — | $105.0M | ||
| Q1 25 | — | $-26.4M | ||
| Q4 24 | $-141.1M | $211.0M | ||
| Q3 24 | $108.3M | $60.7M | ||
| Q2 24 | — | $18.2M |
| Q1 26 | — | — | ||
| Q4 25 | $99.8M | $280.0M | ||
| Q3 25 | $313.4M | $114.9M | ||
| Q2 25 | — | $98.3M | ||
| Q1 25 | — | $-30.7M | ||
| Q4 24 | $-141.6M | $200.7M | ||
| Q3 24 | $107.1M | $56.9M | ||
| Q2 24 | — | $17.3M |
| Q1 26 | — | — | ||
| Q4 25 | 29.5% | 105.4% | ||
| Q3 25 | 110.9% | 43.9% | ||
| Q2 25 | — | 37.7% | ||
| Q1 25 | — | -15.9% | ||
| Q4 24 | -69.2% | 123.2% | ||
| Q3 24 | 57.6% | 37.7% | ||
| Q2 24 | — | 11.7% |
| Q1 26 | — | — | ||
| Q4 25 | 0.2% | 3.9% | ||
| Q3 25 | 0.6% | 0.8% | ||
| Q2 25 | — | 2.6% | ||
| Q1 25 | — | 2.2% | ||
| Q4 24 | 0.2% | 6.3% | ||
| Q3 24 | 0.7% | 2.5% | ||
| Q2 24 | — | 0.6% |
| Q1 26 | — | — | ||
| Q4 25 | 1.80× | 3.19× | ||
| Q3 25 | 2.23× | 1.40× | ||
| Q2 25 | — | 1.83× | ||
| Q1 25 | — | — | ||
| Q4 24 | -4.75× | 4.25× | ||
| Q3 24 | 1.19× | 1.63× | ||
| Q2 24 | — | 0.63× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DLO
Segment breakdown not available.
WSBC
| Net Interest Income | $215.4M | 84% |
| Noninterest Income | $41.8M | 16% |
