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Side-by-side financial comparison of Digital Realty (DLR) and Molson Coors Beverage Company (TAP). Click either name above to swap in a different company.
Molson Coors Beverage Company is the larger business by last-quarter revenue ($3.1B vs $1.6B, roughly 1.9× Digital Realty). Molson Coors Beverage Company runs the higher net margin — 7.6% vs 6.0%, a 1.6% gap on every dollar of revenue. On growth, Digital Realty posted the faster year-over-year revenue change (16.1% vs -3.6%). Over the past eight quarters, Digital Realty's revenue compounded faster (9.8% CAGR vs 1.2%).
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.
Molson Coors Beverage Company is a Canadian-American multinational drink and brewing company headquartered in Chicago, Illinois and Montreal, Quebec.
DLR vs TAP — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $3.1B |
| Net Profit | $98.6M | $238.3M |
| Gross Margin | — | 31.0% |
| Operating Margin | 6.9% | 10.4% |
| Net Margin | 6.0% | 7.6% |
| Revenue YoY | 16.1% | -3.6% |
| Net Profit YoY | -10.3% | -17.2% |
| EPS (diluted) | $0.22 | $1.32 |
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 | $3.1B | ||
| Q3 25 | $1.6B | $3.5B | ||
| Q2 25 | $1.5B | $3.7B | ||
| Q1 25 | $1.4B | $2.7B | ||
| Q4 24 | $1.4B | $3.2B | ||
| Q3 24 | $1.4B | $3.6B | ||
| Q2 24 | $1.4B | $3.8B |
| Q1 26 | $98.6M | — | ||
| Q4 25 | $98.6M | $238.3M | ||
| Q3 25 | $67.8M | $-2.9B | ||
| Q2 25 | $1.0B | $428.7M | ||
| Q1 25 | $110.0M | $121.0M | ||
| Q4 24 | $189.6M | $287.8M | ||
| Q3 24 | $51.2M | $199.8M | ||
| Q2 24 | $80.2M | $427.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | 31.0% | ||
| Q3 25 | — | 33.7% | ||
| Q2 25 | — | 34.3% | ||
| Q1 25 | — | 31.6% | ||
| Q4 24 | — | 32.0% | ||
| Q3 24 | — | 33.4% | ||
| Q2 24 | — | 34.6% |
| Q1 26 | 6.9% | — | ||
| Q4 25 | 6.9% | 10.4% | ||
| Q3 25 | 8.8% | -98.5% | ||
| Q2 25 | 14.2% | 15.6% | ||
| Q1 25 | 13.9% | 6.9% | ||
| Q4 24 | 10.1% | 12.0% | ||
| Q3 24 | 11.8% | 12.5% | ||
| Q2 24 | 0.7% | 15.6% |
| Q1 26 | 6.0% | — | ||
| Q4 25 | 6.0% | 7.6% | ||
| Q3 25 | 4.3% | -84.0% | ||
| Q2 25 | 69.1% | 11.5% | ||
| Q1 25 | 7.8% | 4.5% | ||
| Q4 24 | 13.2% | 8.9% | ||
| Q3 24 | 3.6% | 5.5% | ||
| Q2 24 | 5.9% | 11.1% |
| Q1 26 | $0.22 | — | ||
| Q4 25 | $0.22 | $1.32 | ||
| Q3 25 | $0.15 | $-14.79 | ||
| Q2 25 | $2.94 | $2.13 | ||
| Q1 25 | $0.27 | $0.59 | ||
| Q4 24 | $0.50 | $1.39 | ||
| Q3 24 | $0.09 | $0.96 | ||
| Q2 24 | $0.20 | $2.03 |
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 | $896.5M |
| Total DebtLower is stronger | — | $6.3B |
| Stockholders' EquityBook value | $22.9B | $10.2B |
| Total Assets | $49.4B | $22.7B |
| Debt / EquityLower = less leverage | — | 0.61× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $3.5B | — | ||
| Q4 25 | $3.5B | $896.5M | ||
| Q3 25 | $3.3B | $950.2M | ||
| Q2 25 | $3.6B | $613.8M | ||
| Q1 25 | $2.3B | $412.7M | ||
| Q4 24 | $3.9B | $969.3M | ||
| Q3 24 | $2.2B | $1.0B | ||
| Q2 24 | $2.3B | $1.6B |
| Q1 26 | — | — | ||
| Q4 25 | — | $6.3B | ||
| Q3 25 | — | $6.3B | ||
| Q2 25 | — | $6.3B | ||
| Q1 25 | — | $6.2B | ||
| Q4 24 | — | $6.1B | ||
| Q3 24 | — | $6.2B | ||
| Q2 24 | — | $7.0B |
| Q1 26 | $22.9B | — | ||
| Q4 25 | $22.9B | $10.2B | ||
| Q3 25 | $23.0B | $10.3B | ||
| Q2 25 | $22.9B | $13.4B | ||
| Q1 25 | $21.3B | $13.1B | ||
| Q4 24 | $21.3B | $13.1B | ||
| Q3 24 | $21.2B | $13.3B | ||
| Q2 24 | $20.5B | $13.2B |
| Q1 26 | $49.4B | — | ||
| Q4 25 | $49.4B | $22.7B | ||
| Q3 25 | $48.7B | $22.9B | ||
| Q2 25 | $48.7B | $26.8B | ||
| Q1 25 | $45.1B | $25.9B | ||
| Q4 24 | $45.3B | $26.1B | ||
| Q3 24 | $45.3B | $26.6B | ||
| Q2 24 | $43.6B | $27.4B |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.61× | ||
| Q3 25 | — | 0.61× | ||
| Q2 25 | — | 0.47× | ||
| Q1 25 | — | 0.47× | ||
| Q4 24 | — | 0.47× | ||
| Q3 24 | — | 0.47× | ||
| Q2 24 | — | 0.53× |
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 | — | $540.7M |
| Free Cash FlowOCF − Capex | — | $357.8M |
| FCF MarginFCF / Revenue | — | 11.4% |
| Capex IntensityCapex / Revenue | — | 5.9% |
| Cash ConversionOCF / Net Profit | — | 2.27× |
| TTM Free Cash FlowTrailing 4 quarters | — | $1.1B |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $719.0M | $540.7M | ||
| Q3 25 | $652.9M | $616.1M | ||
| Q2 25 | $641.2M | $718.3M | ||
| Q1 25 | $399.1M | $-90.7M | ||
| Q4 24 | $769.5M | $494.5M | ||
| Q3 24 | $566.5M | $521.2M | ||
| Q2 24 | $573.2M | $869.2M |
| Q1 26 | — | — | ||
| Q4 25 | — | $357.8M | ||
| Q3 25 | — | $483.0M | ||
| Q2 25 | — | $555.0M | ||
| Q1 25 | — | $-328.0M | ||
| Q4 24 | — | $383.4M | ||
| Q3 24 | — | $350.4M | ||
| Q2 24 | — | $691.7M |
| Q1 26 | — | — | ||
| Q4 25 | — | 11.4% | ||
| Q3 25 | — | 13.9% | ||
| Q2 25 | — | 14.8% | ||
| Q1 25 | — | -12.2% | ||
| Q4 24 | — | 11.8% | ||
| Q3 24 | — | 9.7% | ||
| Q2 24 | — | 18.0% |
| Q1 26 | — | — | ||
| Q4 25 | — | 5.9% | ||
| Q3 25 | — | 3.8% | ||
| Q2 25 | — | 4.4% | ||
| Q1 25 | — | 8.8% | ||
| Q4 24 | — | 3.4% | ||
| Q3 24 | — | 4.7% | ||
| Q2 24 | — | 4.6% |
| Q1 26 | — | — | ||
| Q4 25 | 7.29× | 2.27× | ||
| Q3 25 | 9.63× | — | ||
| Q2 25 | 0.62× | 1.68× | ||
| Q1 25 | 3.63× | -0.75× | ||
| Q4 24 | 4.06× | 1.72× | ||
| Q3 24 | 11.07× | 2.61× | ||
| Q2 24 | 7.15× | 2.04× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
