vs
Side-by-side financial comparison of Digital Realty (DLR) and Graham Holdings Co (GHC). Click either name above to swap in a different company.
Digital Realty is the larger business by last-quarter revenue ($1.6B vs $1.3B, roughly 1.3× Graham Holdings Co). Graham Holdings Co runs the higher net margin — 8.7% vs 6.0%, a 2.7% gap on every dollar of revenue. On growth, Digital Realty posted the faster year-over-year revenue change (16.1% vs 0.4%). Over the past eight quarters, Digital Realty's revenue compounded faster (9.8% CAGR vs 4.2%).
Digital Realty is a real estate investment trust that owns, operates and invests in carrier-neutral data centers across the world. The company offers data center, colocation, and interconnection services.
Graham Holdings Company is a diversified American conglomerate holding company. Headquartered in Arlington County, Virginia, and incorporated in Delaware, it was formerly the owner of The Washington Post newspaper and Newsweek magazine.
DLR vs GHC — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $1.3B |
| Net Profit | $98.6M | $108.7M |
| Gross Margin | — | — |
| Operating Margin | 6.9% | 3.8% |
| Net Margin | 6.0% | 8.7% |
| Revenue YoY | 16.1% | 0.4% |
| Net Profit YoY | -10.3% | -80.2% |
| EPS (diluted) | $0.22 | $24.76 |
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 | $1.6B | — | ||
| Q4 25 | $1.6B | $1.3B | ||
| Q3 25 | $1.6B | $1.3B | ||
| Q2 25 | $1.5B | $1.2B | ||
| Q1 25 | $1.4B | $1.2B | ||
| Q4 24 | $1.4B | $1.2B | ||
| Q3 24 | $1.4B | $1.2B | ||
| Q2 24 | $1.4B | $1.2B |
| Q1 26 | $98.6M | — | ||
| Q4 25 | $98.6M | $108.7M | ||
| Q3 25 | $67.8M | $122.9M | ||
| Q2 25 | $1.0B | $36.7M | ||
| Q1 25 | $110.0M | $23.9M | ||
| Q4 24 | $189.6M | $548.8M | ||
| Q3 24 | $51.2M | $72.5M | ||
| Q2 24 | $80.2M | $-21.0M |
| Q1 26 | 6.9% | — | ||
| Q4 25 | 6.9% | 3.8% | ||
| Q3 25 | 8.8% | 5.2% | ||
| Q2 25 | 14.2% | 6.0% | ||
| Q1 25 | 13.9% | 4.1% | ||
| Q4 24 | 10.1% | 5.8% | ||
| Q3 24 | 11.8% | 6.8% | ||
| Q2 24 | 0.7% | 2.2% |
| Q1 26 | 6.0% | — | ||
| Q4 25 | 6.0% | 8.7% | ||
| Q3 25 | 4.3% | 9.6% | ||
| Q2 25 | 69.1% | 3.0% | ||
| Q1 25 | 7.8% | 2.0% | ||
| Q4 24 | 13.2% | 44.1% | ||
| Q3 24 | 3.6% | 6.0% | ||
| Q2 24 | 5.9% | -1.8% |
| Q1 26 | $0.22 | — | ||
| Q4 25 | $0.22 | $24.76 | ||
| Q3 25 | $0.15 | $27.91 | ||
| Q2 25 | $2.94 | $8.35 | ||
| Q1 25 | $0.27 | $5.45 | ||
| Q4 24 | $0.50 | $124.05 | ||
| Q3 24 | $0.09 | $16.42 | ||
| Q2 24 | $0.20 | $-4.79 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $3.5B | $267.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $22.9B | $4.8B |
| Total Assets | $49.4B | $8.4B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $3.5B | — | ||
| Q4 25 | $3.5B | $267.0M | ||
| Q3 25 | $3.3B | $190.8M | ||
| Q2 25 | $3.6B | $176.2M | ||
| Q1 25 | $2.3B | $156.7M | ||
| Q4 24 | $3.9B | $260.9M | ||
| Q3 24 | $2.2B | $244.4M | ||
| Q2 24 | $2.3B | $140.7M |
| Q1 26 | $22.9B | — | ||
| Q4 25 | $22.9B | $4.8B | ||
| Q3 25 | $23.0B | $4.5B | ||
| Q2 25 | $22.9B | $4.4B | ||
| Q1 25 | $21.3B | $4.3B | ||
| Q4 24 | $21.3B | $4.3B | ||
| Q3 24 | $21.2B | $4.0B | ||
| Q2 24 | $20.5B | $4.0B |
| Q1 26 | $49.4B | — | ||
| Q4 25 | $49.4B | $8.4B | ||
| Q3 25 | $48.7B | $7.9B | ||
| Q2 25 | $48.7B | $7.6B | ||
| Q1 25 | $45.1B | $7.6B | ||
| Q4 24 | $45.3B | $7.7B | ||
| Q3 24 | $45.3B | $7.4B | ||
| Q2 24 | $43.6B | $7.2B |
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 | — | $28.3M |
| Free Cash FlowOCF − Capex | — | $5.0M |
| FCF MarginFCF / Revenue | — | 0.4% |
| Capex IntensityCapex / Revenue | — | 1.9% |
| Cash ConversionOCF / Net Profit | — | 0.26× |
| TTM Free Cash FlowTrailing 4 quarters | — | $275.3M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $719.0M | $28.3M | ||
| Q3 25 | $652.9M | $178.1M | ||
| Q2 25 | $641.2M | $94.8M | ||
| Q1 25 | $399.1M | $46.0M | ||
| Q4 24 | $769.5M | $116.3M | ||
| Q3 24 | $566.5M | $237.6M | ||
| Q2 24 | $573.2M | $52.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $5.0M | ||
| Q3 25 | — | $161.8M | ||
| Q2 25 | — | $78.0M | ||
| Q1 25 | — | $30.5M | ||
| Q4 24 | — | $91.1M | ||
| Q3 24 | — | $219.4M | ||
| Q2 24 | — | $33.7M |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.4% | ||
| Q3 25 | — | 12.6% | ||
| Q2 25 | — | 6.4% | ||
| Q1 25 | — | 2.6% | ||
| Q4 24 | — | 7.3% | ||
| Q3 24 | — | 18.2% | ||
| Q2 24 | — | 2.8% |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.9% | ||
| Q3 25 | — | 1.3% | ||
| Q2 25 | — | 1.4% | ||
| Q1 25 | — | 1.3% | ||
| Q4 24 | — | 2.0% | ||
| Q3 24 | — | 1.5% | ||
| Q2 24 | — | 1.5% |
| Q1 26 | — | — | ||
| Q4 25 | 7.29× | 0.26× | ||
| Q3 25 | 9.63× | 1.45× | ||
| Q2 25 | 0.62× | 2.58× | ||
| Q1 25 | 3.63× | 1.93× | ||
| Q4 24 | 4.06× | 0.21× | ||
| Q3 24 | 11.07× | 3.28× | ||
| Q2 24 | 7.15× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DLR
Segment breakdown not available.
GHC
| Products | $602.7M | 48% |
| Kaplan International | $251.9M | 20% |
| Manufacturing | $117.8M | 9% |
| Television Broadcasting | $110.5M | 9% |
| Higher Education | $83.8M | 7% |
| Supplemental Education | $74.9M | 6% |
| Related Party | $4.4M | 0% |
