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Side-by-side financial comparison of Darden Restaurants (DRI) and Primo Brands Corp (PRMB). Click either name above to swap in a different company.
Darden Restaurants is the larger business by last-quarter revenue ($3.1B vs $1.6B, roughly 2.0× Primo Brands Corp). Darden Restaurants runs the higher net margin — 7.6% vs -0.8%, a 8.5% gap on every dollar of revenue. Darden Restaurants produced more free cash flow last quarter ($119.8M vs $57.3M).
Darden Restaurants, Inc. is an American multi-brand restaurant operator headquartered in Orlando, Florida. Darden has more than 1,800 restaurant locations and more than 175,000 employees, making it the world's largest full-service restaurant company. The company began as an extension of Red Lobster, founded by William Darden and initially backed by General Mills. Red Lobster was later sold in July 2014.
Primo Brands Corporation is an American-Canadian water company offering multi-gallon bottled water, water dispensers, self-service refill water machines, and water filtration appliances. The company is headquartered in Tampa, Florida, and services residential and commercial customers across the United States, Canada, Europe and Israel.
DRI vs PRMB — Head-to-Head
Income Statement — Q2 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $3.1B | $1.6B |
| Net Profit | $237.2M | $-13.0M |
| Gross Margin | 18.7% | 27.7% |
| Operating Margin | 10.3% | 1.2% |
| Net Margin | 7.6% | -0.8% |
| Revenue YoY | 7.3% | — |
| Net Profit YoY | 10.3% | — |
| EPS (diluted) | $2.03 | $-0.03 |
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 | $3.1B | $1.6B | ||
| Q3 25 | $3.0B | $1.8B | ||
| Q2 25 | $3.3B | $1.7B | ||
| Q1 25 | $3.2B | $1.6B | ||
| Q4 24 | $2.9B | — | ||
| Q3 24 | $2.8B | $0 | ||
| Q2 24 | $3.0B | $1.3B | ||
| Q1 24 | $3.0B | $1.1B |
| Q4 25 | $237.2M | $-13.0M | ||
| Q3 25 | $257.8M | $16.8M | ||
| Q2 25 | $303.9M | $27.6M | ||
| Q1 25 | $323.4M | $28.7M | ||
| Q4 24 | $215.1M | — | ||
| Q3 24 | $207.2M | $-2.0K | ||
| Q2 24 | $308.1M | $54.5M | ||
| Q1 24 | $312.9M | $33.5M |
| Q4 25 | 18.7% | 27.7% | ||
| Q3 25 | 18.9% | 29.9% | ||
| Q2 25 | 22.1% | 31.3% | ||
| Q1 25 | 21.1% | 32.3% | ||
| Q4 24 | 19.5% | — | ||
| Q3 24 | 18.8% | — | ||
| Q2 24 | 20.9% | 32.7% | ||
| Q1 24 | 20.6% | 30.4% |
| Q4 25 | 10.3% | 1.2% | ||
| Q3 25 | 11.1% | 8.3% | ||
| Q2 25 | 11.7% | 6.5% | ||
| Q1 25 | 13.2% | 9.5% | ||
| Q4 24 | 10.1% | — | ||
| Q3 24 | 9.8% | — | ||
| Q2 24 | 13.4% | 12.1% | ||
| Q1 24 | 13.0% | 11.0% |
| Q4 25 | 7.6% | -0.8% | ||
| Q3 25 | 8.5% | 1.0% | ||
| Q2 25 | 9.3% | 1.6% | ||
| Q1 25 | 10.2% | 1.8% | ||
| Q4 24 | 7.4% | — | ||
| Q3 24 | 7.5% | — | ||
| Q2 24 | 10.4% | 4.1% | ||
| Q1 24 | 10.5% | 2.9% |
| Q4 25 | $2.03 | $-0.03 | ||
| Q3 25 | $2.19 | $0.04 | ||
| Q2 25 | $2.56 | $0.07 | ||
| Q1 25 | $2.74 | $0.08 | ||
| Q4 24 | $1.82 | — | ||
| Q3 24 | $1.74 | $-20.00 | ||
| Q2 24 | $2.56 | $0.25 | ||
| Q1 24 | $2.60 | $0.15 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $224.1M | $376.7M |
| Total DebtLower is stronger | $2.1B | $5.2B |
| Stockholders' EquityBook value | $2.1B | $3.0B |
| Total Assets | $12.9B | $10.6B |
| Debt / EquityLower = less leverage | 1.03× | 1.72× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $224.1M | $376.7M | ||
| Q3 25 | $211.0M | — | ||
| Q2 25 | $240.0M | — | ||
| Q1 25 | $224.2M | — | ||
| Q4 24 | $217.3M | — | ||
| Q3 24 | $192.5M | — | ||
| Q2 24 | $194.8M | — | ||
| Q1 24 | $243.9M | — |
| Q4 25 | $2.1B | $5.2B | ||
| Q3 25 | $2.1B | $5.1B | ||
| Q2 25 | $2.1B | $5.1B | ||
| Q1 25 | $2.1B | $5.0B | ||
| Q4 24 | $2.1B | — | ||
| Q3 24 | $1.4B | — | ||
| Q2 24 | $1.4B | — | ||
| Q1 24 | $1.4B | — |
| Q4 25 | $2.1B | $3.0B | ||
| Q3 25 | $2.2B | $3.2B | ||
| Q2 25 | $2.3B | $3.2B | ||
| Q1 25 | $2.2B | $3.3B | ||
| Q4 24 | $2.1B | — | ||
| Q3 24 | $2.1B | $-2.0K | ||
| Q2 24 | $2.2B | $-296.8M | ||
| Q1 24 | $2.2B | $-349.8M |
| Q4 25 | $12.9B | $10.6B | ||
| Q3 25 | $12.8B | $11.0B | ||
| Q2 25 | $12.6B | $11.0B | ||
| Q1 25 | $12.6B | $11.0B | ||
| Q4 24 | $12.5B | — | ||
| Q3 24 | $11.4B | $0 | ||
| Q2 24 | $11.3B | — | ||
| Q1 24 | $11.4B | — |
| Q4 25 | 1.03× | 1.72× | ||
| Q3 25 | 0.96× | 1.61× | ||
| Q2 25 | 0.92× | 1.57× | ||
| Q1 25 | 0.96× | 1.51× | ||
| Q4 24 | 1.02× | — | ||
| Q3 24 | 0.65× | — | ||
| Q2 24 | 0.61× | — | ||
| Q1 24 | 0.63× | — |
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 | $320.7M | $203.1M |
| Free Cash FlowOCF − Capex | $119.8M | $57.3M |
| FCF MarginFCF / Revenue | 3.9% | 3.7% |
| Capex IntensityCapex / Revenue | 6.5% | 9.4% |
| Cash ConversionOCF / Net Profit | 1.35× | — |
| TTM Free Cash FlowTrailing 4 quarters | $1.0B | $302.9M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $320.7M | $203.1M | ||
| Q3 25 | $342.5M | $283.4M | ||
| Q2 25 | $457.0M | $155.0M | ||
| Q1 25 | $588.2M | $38.8M | ||
| Q4 24 | $388.6M | — | ||
| Q3 24 | $273.2M | $0 | ||
| Q2 24 | $426.0M | $102.5M | ||
| Q1 24 | $585.8M | $6.0M |
| Q4 25 | $119.8M | $57.3M | ||
| Q3 25 | $168.4M | $167.7M | ||
| Q2 25 | $285.0M | $101.1M | ||
| Q1 25 | $430.1M | $-23.2M | ||
| Q4 24 | $219.3M | — | ||
| Q3 24 | $128.0M | — | ||
| Q2 24 | $285.6M | $61.4M | ||
| Q1 24 | $437.4M | $-17.5M |
| Q4 25 | 3.9% | 3.7% | ||
| Q3 25 | 5.5% | 9.5% | ||
| Q2 25 | 8.7% | 5.8% | ||
| Q1 25 | 13.6% | -1.4% | ||
| Q4 24 | 7.6% | — | ||
| Q3 24 | 4.6% | — | ||
| Q2 24 | 9.7% | 4.7% | ||
| Q1 24 | 14.7% | -1.5% |
| Q4 25 | 6.5% | 9.4% | ||
| Q3 25 | 5.7% | 6.6% | ||
| Q2 25 | 5.3% | 3.1% | ||
| Q1 25 | 5.0% | 3.8% | ||
| Q4 24 | 5.9% | — | ||
| Q3 24 | 5.3% | — | ||
| Q2 24 | 4.7% | 3.1% | ||
| Q1 24 | 5.0% | 2.1% |
| Q4 25 | 1.35× | — | ||
| Q3 25 | 1.33× | 16.87× | ||
| Q2 25 | 1.50× | 5.62× | ||
| Q1 25 | 1.82× | 1.35× | ||
| Q4 24 | 1.81× | — | ||
| Q3 24 | 1.32× | — | ||
| Q2 24 | 1.38× | 1.88× | ||
| Q1 24 | 1.87× | 0.18× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DRI
| Olive Garden Segment | $1.4B | 44% |
| Long Horn Steakhouse Segment | $775.9M | 25% |
| Other | $647.3M | 21% |
| Fine Dining Segment | $316.2M | 10% |
PRMB
| Regional Spring Water | $765.1M | 49% |
| Purified Water | $484.5M | 31% |
| Other | $188.4M | 12% |
| Premium Water | $90.3M | 6% |
| Other Water | $25.8M | 2% |
