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Side-by-side financial comparison of BRINKER INTERNATIONAL, INC (EAT) and Nextpower Inc. (NXT). Click either name above to swap in a different company.
BRINKER INTERNATIONAL, INC is the larger business by last-quarter revenue ($1.5B vs $909.4M, roughly 1.6× Nextpower Inc.). Nextpower Inc. runs the higher net margin — 14.4% vs 8.7%, a 5.7% gap on every dollar of revenue. On growth, Nextpower Inc. posted the faster year-over-year revenue change (33.9% vs 3.2%). Over the past eight quarters, Nextpower Inc.'s revenue compounded faster (11.1% CAGR vs 10.3%).
Brinker International, Inc. is an American multinational hospitality industry company that owns Chili's and Maggiano's Little Italy restaurant chains. Founded in 1975 and based in Dallas, Texas, Brinker currently owns, operates, or franchises 1,672 restaurants under the names Chili's Grill & Bar and Maggiano's Little Italy worldwide.
Nextpower Inc. (NXT) is a global energy technology provider based in Fremont, California.
EAT vs NXT — Head-to-Head
Income Statement — Q3 FY2026 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.5B | $909.4M |
| Net Profit | $127.9M | $131.2M |
| Gross Margin | — | 31.7% |
| Operating Margin | 11.3% | 19.4% |
| Net Margin | 8.7% | 14.4% |
| Revenue YoY | 3.2% | 33.9% |
| Net Profit YoY | — | 13.8% |
| EPS (diluted) | $2.87 | $0.85 |
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 | $1.5B | — | ||
| Q4 25 | $1.5B | $909.4M | ||
| Q3 25 | $1.3B | $905.3M | ||
| Q2 25 | $1.5B | $864.3M | ||
| Q1 25 | $1.4B | $924.3M | ||
| Q4 24 | $1.4B | $679.4M | ||
| Q3 24 | $1.1B | $635.6M | ||
| Q2 24 | $1.2B | $719.9M |
| Q1 26 | $127.9M | — | ||
| Q4 25 | $128.5M | $131.2M | ||
| Q3 25 | $99.5M | $146.9M | ||
| Q2 25 | $107.0M | $157.2M | ||
| Q1 25 | $119.1M | $156.8M | ||
| Q4 24 | $118.5M | $115.3M | ||
| Q3 24 | $38.5M | $115.4M | ||
| Q2 24 | $57.3M | $121.7M |
| Q1 26 | — | — | ||
| Q4 25 | — | 31.7% | ||
| Q3 25 | — | 32.4% | ||
| Q2 25 | — | 32.6% | ||
| Q1 25 | — | 33.1% | ||
| Q4 24 | — | 35.5% | ||
| Q3 24 | — | 35.4% | ||
| Q2 24 | — | 33.0% |
| Q1 26 | 11.3% | — | ||
| Q4 25 | 11.6% | 19.4% | ||
| Q3 25 | 8.7% | 20.0% | ||
| Q2 25 | 9.8% | 21.5% | ||
| Q1 25 | 11.0% | 21.1% | ||
| Q4 24 | 11.5% | 22.1% | ||
| Q3 24 | 5.0% | 21.0% | ||
| Q2 24 | 6.1% | 22.2% |
| Q1 26 | 8.7% | — | ||
| Q4 25 | 8.8% | 14.4% | ||
| Q3 25 | 7.4% | 16.2% | ||
| Q2 25 | 7.3% | 18.2% | ||
| Q1 25 | 8.4% | 17.0% | ||
| Q4 24 | 8.7% | 17.0% | ||
| Q3 24 | 3.4% | 18.2% | ||
| Q2 24 | 4.7% | 16.9% |
| Q1 26 | $2.87 | — | ||
| Q4 25 | $2.86 | $0.85 | ||
| Q3 25 | $2.17 | $0.97 | ||
| Q2 25 | $2.31 | $1.04 | ||
| Q1 25 | $2.56 | $1.05 | ||
| Q4 24 | $2.61 | $0.79 | ||
| Q3 24 | $0.84 | $0.79 | ||
| Q2 24 | $1.22 | $0.84 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $952.6M |
| Total DebtLower is stronger | $424.4M | — |
| Stockholders' EquityBook value | $406.0M | $2.2B |
| Total Assets | $2.8B | $3.8B |
| Debt / EquityLower = less leverage | 1.05× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $15.0M | $952.6M | ||
| Q3 25 | $33.6M | $845.3M | ||
| Q2 25 | $18.9M | $743.4M | ||
| Q1 25 | $17.5M | $766.1M | ||
| Q4 24 | $14.8M | $693.5M | ||
| Q3 24 | $16.2M | $561.9M | ||
| Q2 24 | $64.6M | $471.9M |
| Q1 26 | $424.4M | — | ||
| Q4 25 | $451.3M | — | ||
| Q3 25 | $525.8M | — | ||
| Q2 25 | $426.0M | — | ||
| Q1 25 | $518.3M | — | ||
| Q4 24 | $652.0M | — | ||
| Q3 24 | $806.9M | — | ||
| Q2 24 | $786.3M | — |
| Q1 26 | $406.0M | — | ||
| Q4 25 | $379.3M | $2.2B | ||
| Q3 25 | $343.9M | $2.0B | ||
| Q2 25 | $370.9M | $1.8B | ||
| Q1 25 | $259.0M | $1.6B | ||
| Q4 24 | $131.5M | $1.4B | ||
| Q3 24 | $12.7M | $1.3B | ||
| Q2 24 | $39.4M | $1.1B |
| Q1 26 | $2.8B | — | ||
| Q4 25 | $2.7B | $3.8B | ||
| Q3 25 | $2.7B | $3.7B | ||
| Q2 25 | $2.7B | $3.4B | ||
| Q1 25 | $2.6B | $3.2B | ||
| Q4 24 | $2.6B | $3.0B | ||
| Q3 24 | $2.5B | $2.8B | ||
| Q2 24 | $2.6B | $2.6B |
| Q1 26 | 1.05× | — | ||
| Q4 25 | 1.19× | — | ||
| Q3 25 | 1.53× | — | ||
| Q2 25 | 1.15× | — | ||
| Q1 25 | 2.00× | — | ||
| Q4 24 | 4.96× | — | ||
| Q3 24 | 63.54× | — | ||
| Q2 24 | 19.96× | — |
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 | $571.8M | $123.3M |
| Free Cash FlowOCF − Capex | — | $118.5M |
| FCF MarginFCF / Revenue | — | 13.0% |
| Capex IntensityCapex / Revenue | — | 0.5% |
| Cash ConversionOCF / Net Profit | 4.47× | 0.94× |
| TTM Free Cash FlowTrailing 4 quarters | — | $587.3M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $571.8M | — | ||
| Q4 25 | $218.9M | $123.3M | ||
| Q3 25 | $120.8M | $186.9M | ||
| Q2 25 | $186.0M | $81.3M | ||
| Q1 25 | $212.0M | $237.3M | ||
| Q4 24 | $218.2M | $143.8M | ||
| Q3 24 | $62.8M | $153.8M | ||
| Q2 24 | $141.5M | $120.8M |
| Q1 26 | — | — | ||
| Q4 25 | $155.2M | $118.5M | ||
| Q3 25 | $62.2M | $171.4M | ||
| Q2 25 | $106.1M | $70.1M | ||
| Q1 25 | $132.4M | $227.2M | ||
| Q4 24 | $168.9M | $134.9M | ||
| Q3 24 | $6.3M | $141.8M | ||
| Q2 24 | $83.5M | $118.0M |
| Q1 26 | — | — | ||
| Q4 25 | 10.7% | 13.0% | ||
| Q3 25 | 4.6% | 18.9% | ||
| Q2 25 | 7.3% | 8.1% | ||
| Q1 25 | 9.3% | 24.6% | ||
| Q4 24 | 12.4% | 19.9% | ||
| Q3 24 | 0.6% | 22.3% | ||
| Q2 24 | 6.9% | 16.4% |
| Q1 26 | — | — | ||
| Q4 25 | 4.4% | 0.5% | ||
| Q3 25 | 4.3% | 1.7% | ||
| Q2 25 | 5.5% | 1.3% | ||
| Q1 25 | 5.6% | 1.1% | ||
| Q4 24 | 3.6% | 1.3% | ||
| Q3 24 | 5.0% | 1.9% | ||
| Q2 24 | 4.8% | 0.4% |
| Q1 26 | 4.47× | — | ||
| Q4 25 | 1.70× | 0.94× | ||
| Q3 25 | 1.21× | 1.27× | ||
| Q2 25 | 1.74× | 0.52× | ||
| Q1 25 | 1.78× | 1.51× | ||
| Q4 24 | 1.84× | 1.25× | ||
| Q3 24 | 1.63× | 1.33× | ||
| Q2 24 | 2.47× | 0.99× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
EAT
| Company sales | $1.5B | 99% |
| Franchise revenues | $14.7M | 1% |
NXT
| Transferred Over Time | $763.9M | 84% |
| Transferred At Point In Time | $145.4M | 16% |
