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Side-by-side financial comparison of Digital Realty (DLR) and QXO, Inc. (QXO). Click either name above to swap in a different company.
QXO, Inc. is the larger business by last-quarter revenue ($2.2B vs $1.6B, roughly 1.3× Digital Realty). Digital Realty runs the higher net margin — 6.0% vs -4.1%, a 10.1% gap on every dollar of revenue. On growth, QXO, Inc. posted the faster year-over-year revenue change (14782.6% vs 16.1%).
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.
Brad Jacobs is an American businessman who is chairman and CEO of QXO, Inc.
DLR vs QXO — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $2.2B |
| Net Profit | $98.6M | $-90.3M |
| Gross Margin | — | — |
| Operating Margin | 6.9% | -3.2% |
| Net Margin | 6.0% | -4.1% |
| Revenue YoY | 16.1% | 14782.6% |
| Net Profit YoY | -10.3% | -899.4% |
| EPS (diluted) | $0.22 | $-0.21 |
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 | $2.2B | ||
| Q3 25 | $1.6B | $2.7B | ||
| Q2 25 | $1.5B | $1.9B | ||
| Q1 25 | $1.4B | — | ||
| Q4 24 | $1.4B | — | ||
| Q3 24 | $1.4B | — | ||
| Q2 24 | $1.4B | — |
| Q1 26 | $98.6M | — | ||
| Q4 25 | $98.6M | $-90.3M | ||
| Q3 25 | $67.8M | $-139.4M | ||
| Q2 25 | $1.0B | $-58.5M | ||
| Q1 25 | $110.0M | — | ||
| Q4 24 | $189.6M | — | ||
| Q3 24 | $51.2M | — | ||
| Q2 24 | $80.2M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 23.3% | ||
| Q2 25 | — | 21.1% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | 6.9% | — | ||
| Q4 25 | 6.9% | -3.2% | ||
| Q3 25 | 8.8% | 0.9% | ||
| Q2 25 | 14.2% | -8.5% | ||
| Q1 25 | 13.9% | — | ||
| Q4 24 | 10.1% | — | ||
| Q3 24 | 11.8% | — | ||
| Q2 24 | 0.7% | — |
| Q1 26 | 6.0% | — | ||
| Q4 25 | 6.0% | -4.1% | ||
| Q3 25 | 4.3% | -5.1% | ||
| Q2 25 | 69.1% | -3.1% | ||
| Q1 25 | 7.8% | — | ||
| Q4 24 | 13.2% | — | ||
| Q3 24 | 3.6% | — | ||
| Q2 24 | 5.9% | — |
| Q1 26 | $0.22 | — | ||
| Q4 25 | $0.22 | $-0.21 | ||
| Q3 25 | $0.15 | $-0.24 | ||
| Q2 25 | $2.94 | $-0.15 | ||
| Q1 25 | $0.27 | — | ||
| Q4 24 | $0.50 | — | ||
| Q3 24 | $0.09 | — | ||
| Q2 24 | $0.20 | — |
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 | $2.4B |
| Total DebtLower is stronger | — | $3.1B |
| Stockholders' EquityBook value | $22.9B | $9.7B |
| Total Assets | $49.4B | $15.9B |
| Debt / EquityLower = less leverage | — | 0.31× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $3.5B | — | ||
| Q4 25 | $3.5B | $2.4B | ||
| Q3 25 | $3.3B | $2.3B | ||
| Q2 25 | $3.6B | $2.3B | ||
| Q1 25 | $2.3B | — | ||
| Q4 24 | $3.9B | — | ||
| Q3 24 | $2.2B | — | ||
| Q2 24 | $2.3B | — |
| Q1 26 | — | — | ||
| Q4 25 | — | $3.1B | ||
| Q3 25 | — | $3.1B | ||
| Q2 25 | — | $3.1B | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $22.9B | — | ||
| Q4 25 | $22.9B | $9.7B | ||
| Q3 25 | $23.0B | $9.8B | ||
| Q2 25 | $22.9B | $9.9B | ||
| Q1 25 | $21.3B | — | ||
| Q4 24 | $21.3B | — | ||
| Q3 24 | $21.2B | — | ||
| Q2 24 | $20.5B | — |
| Q1 26 | $49.4B | — | ||
| Q4 25 | $49.4B | $15.9B | ||
| Q3 25 | $48.7B | $16.6B | ||
| Q2 25 | $48.7B | $17.1B | ||
| Q1 25 | $45.1B | — | ||
| Q4 24 | $45.3B | — | ||
| Q3 24 | $45.3B | — | ||
| Q2 24 | $43.6B | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.31× | ||
| Q3 25 | — | 0.31× | ||
| Q2 25 | — | 0.31× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| 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 | — | $186.6M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $719.0M | $186.6M | ||
| Q3 25 | $652.9M | $212.5M | ||
| Q2 25 | $641.2M | $-174.2M | ||
| Q1 25 | $399.1M | — | ||
| Q4 24 | $769.5M | — | ||
| Q3 24 | $566.5M | — | ||
| Q2 24 | $573.2M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $182.4M | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 6.7% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 1.1% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 7.29× | — | ||
| Q3 25 | 9.63× | — | ||
| Q2 25 | 0.62× | — | ||
| Q1 25 | 3.63× | — | ||
| Q4 24 | 4.06× | — | ||
| Q3 24 | 11.07× | — | ||
| Q2 24 | 7.15× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
