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Side-by-side financial comparison of DTE ENERGY CO (DTK) and Phillips Edison & Company, Inc. (PECO), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
DTE ENERGY CO is the larger business by last-quarter revenue ($4.4B vs $3.4M, roughly 1310.8× Phillips Edison & Company, Inc.). Phillips Edison & Company, Inc. runs the higher net margin — 8.3% vs 1406.9%, a 1398.6% gap on every dollar of revenue. On growth, DTE ENERGY CO posted the faster year-over-year revenue change (28.9% vs 21.2%). Over the past eight quarters, DTE ENERGY CO's revenue compounded faster (16.9% CAGR vs 14.8%).
DTE Energy is a Detroit-based diversified energy company involved in the development and management of energy-related businesses and services in the United States and Canada. Its operating units include an electric utility serving 2.2 million customers and a natural gas utility serving 1.3 million customers in Michigan.
Consolidated Edison, Inc., commonly known as Con Edison or ConEd, is an energy company based in New York City. It is one of the largest investor-owned energy companies in the United States, with approximately $15.26 billion in annual revenues as of 2024, and over $70 billion in assets. The company provides a wide range of energy-related products and services to its customers through its subsidiaries:Consolidated Edison Company of New York, Inc. (CECONY), a regulated utility providing electric...
DTK vs PECO — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $4.4B | $3.4M |
| Net Profit | $369.0M | $47.5M |
| Gross Margin | — | — |
| Operating Margin | 15.9% | — |
| Net Margin | 8.3% | 1406.9% |
| Revenue YoY | 28.9% | 21.2% |
| Net Profit YoY | 26.4% | 162.0% |
| EPS (diluted) | $1.78 | $0.38 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $4.4B | $3.4M | ||
| Q3 25 | $3.5B | $3.3M | ||
| Q2 25 | $3.4B | $3.3M | ||
| Q1 25 | $4.4B | $2.8M | ||
| Q4 24 | $3.4B | $2.8M | ||
| Q3 24 | $2.9B | $2.9M | ||
| Q2 24 | $2.9B | $2.5M | ||
| Q1 24 | $3.2B | $2.6M |
| Q4 25 | $369.0M | $47.5M | ||
| Q3 25 | $419.0M | $24.7M | ||
| Q2 25 | $229.0M | $12.8M | ||
| Q1 25 | $445.0M | $26.3M | ||
| Q4 24 | $292.0M | $18.1M | ||
| Q3 24 | $477.0M | $11.6M | ||
| Q2 24 | $322.0M | $15.3M | ||
| Q1 24 | $313.0M | $17.7M |
| Q4 25 | 15.9% | — | ||
| Q3 25 | 17.6% | — | ||
| Q2 25 | 12.5% | — | ||
| Q1 25 | 14.1% | — | ||
| Q4 24 | 16.2% | — | ||
| Q3 24 | 17.8% | — | ||
| Q2 24 | 17.5% | — | ||
| Q1 24 | 16.0% | — |
| Q4 25 | 8.3% | 1406.9% | ||
| Q3 25 | 11.9% | 754.0% | ||
| Q2 25 | 6.7% | 385.5% | ||
| Q1 25 | 10.0% | 945.3% | ||
| Q4 24 | 8.5% | 650.7% | ||
| Q3 24 | 16.4% | 406.2% | ||
| Q2 24 | 11.2% | 605.5% | ||
| Q1 24 | 9.7% | 688.9% |
| Q4 25 | $1.78 | $0.38 | ||
| Q3 25 | $2.01 | $0.20 | ||
| Q2 25 | $1.10 | $0.10 | ||
| Q1 25 | $2.14 | $0.21 | ||
| Q4 24 | $1.41 | $0.16 | ||
| Q3 24 | $2.30 | $0.09 | ||
| Q2 24 | $1.55 | $0.12 | ||
| Q1 24 | $1.51 | $0.14 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $208.0M | $3.5M |
| Total DebtLower is stronger | $23.8B | $2.4B |
| Stockholders' EquityBook value | $12.3B | $2.3B |
| Total Assets | $54.1B | $5.3B |
| Debt / EquityLower = less leverage | 1.93× | 1.04× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $208.0M | $3.5M | ||
| Q3 25 | $34.0M | $4.1M | ||
| Q2 25 | $32.0M | $5.6M | ||
| Q1 25 | $33.0M | $5.5M | ||
| Q4 24 | $24.0M | $4.9M | ||
| Q3 24 | $969.0M | $6.4M | ||
| Q2 24 | $20.0M | $7.1M | ||
| Q1 24 | $292.0M | $5.6M |
| Q4 25 | $23.8B | $2.4B | ||
| Q3 25 | $24.5B | $2.4B | ||
| Q2 25 | $22.9B | $2.4B | ||
| Q1 25 | $21.8B | $2.3B | ||
| Q4 24 | $20.7B | $2.1B | ||
| Q3 24 | $20.5B | $2.1B | ||
| Q2 24 | $19.3B | $2.0B | ||
| Q1 24 | $19.2B | $2.0B |
| Q4 25 | $12.3B | $2.3B | ||
| Q3 25 | $12.2B | $2.3B | ||
| Q2 25 | $11.7B | $2.3B | ||
| Q1 25 | $11.9B | $2.3B | ||
| Q4 24 | $11.7B | $2.3B | ||
| Q3 24 | $11.6B | $2.2B | ||
| Q2 24 | $11.1B | $2.3B | ||
| Q1 24 | $11.2B | $2.3B |
| Q4 25 | $54.1B | $5.3B | ||
| Q3 25 | $52.0B | $5.3B | ||
| Q2 25 | $50.2B | $5.3B | ||
| Q1 25 | $49.6B | $5.2B | ||
| Q4 24 | $48.8B | $5.0B | ||
| Q3 24 | $49.8B | $5.0B | ||
| Q2 24 | $47.8B | $4.9B | ||
| Q1 24 | $45.9B | $4.9B |
| Q4 25 | 1.93× | 1.04× | ||
| Q3 25 | 2.01× | 1.05× | ||
| Q2 25 | 1.96× | 1.04× | ||
| Q1 25 | 1.83× | 0.99× | ||
| Q4 24 | 1.77× | 0.91× | ||
| Q3 24 | 1.76× | 0.94× | ||
| Q2 24 | 1.74× | 0.90× | ||
| Q1 24 | 1.72× | 0.88× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $1.0B | $96.1M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.84× | 2.02× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $1.0B | $96.1M | ||
| Q3 25 | $632.0M | $95.4M | ||
| Q2 25 | $709.0M | $96.1M | ||
| Q1 25 | $1.0B | $60.5M | ||
| Q4 24 | $1.1B | $84.0M | ||
| Q3 24 | $758.0M | $109.1M | ||
| Q2 24 | $759.0M | $78.5M | ||
| Q1 24 | $1.0B | $63.1M |
| Q4 25 | 2.84× | 2.02× | ||
| Q3 25 | 1.51× | 3.87× | ||
| Q2 25 | 3.10× | 7.52× | ||
| Q1 25 | 2.29× | 2.30× | ||
| Q4 24 | 3.71× | 4.63× | ||
| Q3 24 | 1.59× | 9.40× | ||
| Q2 24 | 2.36× | 5.14× | ||
| Q1 24 | 3.33× | 3.57× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
DTK
| Electric Segment | $1.8B | 40% |
| Residential | $723.0M | 16% |
| Gas Segment | $651.0M | 15% |
| Commercial | $524.0M | 12% |
| Other | $333.0M | 8% |
| DTE Vantage Segment | $176.0M | 4% |
| Industrial | $159.0M | 4% |
| End User Transportation | $69.0M | 2% |
| Intermediate Transportation | $25.0M | 1% |
PECO
Segment breakdown not available.
