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Side-by-side financial comparison of Four Corners Property Trust, Inc. (FCPT) and FULL HOUSE RESORTS INC (FLL). Click either name above to swap in a different company.
Four Corners Property Trust, Inc. is the larger business by last-quarter revenue ($78.2M vs $75.4M, roughly 1.0× FULL HOUSE RESORTS INC). Four Corners Property Trust, Inc. runs the higher net margin — 38.8% vs -16.4%, a 55.3% gap on every dollar of revenue. On growth, Four Corners Property Trust, Inc. posted the faster year-over-year revenue change (9.4% vs 3.4%). Over the past eight quarters, Four Corners Property Trust, Inc.'s revenue compounded faster (8.4% CAGR vs 3.9%).
Four Corners Property Trust, Inc. is a publicly traded real estate investment trust that acquires, owns, and manages a portfolio of high-quality net-leased commercial properties. Its assets are primarily restaurant and retail locations across the United States, with tenants largely operating in stable consumer-facing industry segments with proven operational performance.
Full House Resorts, Inc. is an American casino developer and operator based in Summerlin South, Nevada. The company currently operates five casinos. It is known for the involvement of Gulfstream Aerospace founder Allen Paulson, who was CEO from 1994 to 2000, and former Chrysler chairman Lee Iacocca, who was a major investor in the company from 1995 to 2013. Dan Lee has been CEO since late 2014.
FCPT vs FLL — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $78.2M | $75.4M |
| Net Profit | $30.4M | $-12.4M |
| Gross Margin | — | 93.1% |
| Operating Margin | 55.3% | -1.3% |
| Net Margin | 38.8% | -16.4% |
| Revenue YoY | 9.4% | 3.4% |
| Net Profit YoY | 16.0% | -0.6% |
| EPS (diluted) | $0.28 | $-0.35 |
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 | $78.2M | — | ||
| Q4 25 | $75.7M | $75.4M | ||
| Q3 25 | $74.1M | $78.0M | ||
| Q2 25 | $72.8M | $73.9M | ||
| Q1 25 | $71.5M | $75.1M | ||
| Q4 24 | $68.3M | $73.0M | ||
| Q3 24 | $66.8M | $75.7M | ||
| Q2 24 | $66.5M | $73.5M |
| Q1 26 | $30.4M | — | ||
| Q4 25 | $29.4M | $-12.4M | ||
| Q3 25 | $28.8M | $-7.7M | ||
| Q2 25 | $27.9M | $-10.4M | ||
| Q1 25 | $26.2M | $-9.8M | ||
| Q4 24 | $26.2M | $-12.3M | ||
| Q3 24 | $25.6M | $-8.5M | ||
| Q2 24 | $24.7M | $-8.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | 93.1% | ||
| Q3 25 | — | 93.2% | ||
| Q2 25 | — | 93.5% | ||
| Q1 25 | — | 93.4% | ||
| Q4 24 | — | 92.1% | ||
| Q3 24 | — | 92.2% | ||
| Q2 24 | — | 92.4% |
| Q1 26 | 55.3% | — | ||
| Q4 25 | — | -1.3% | ||
| Q3 25 | — | 4.4% | ||
| Q2 25 | — | -0.1% | ||
| Q1 25 | — | 1.0% | ||
| Q4 24 | — | -1.9% | ||
| Q3 24 | — | 3.2% | ||
| Q2 24 | — | 3.2% |
| Q1 26 | 38.8% | — | ||
| Q4 25 | 38.9% | -16.4% | ||
| Q3 25 | 38.9% | -9.8% | ||
| Q2 25 | 38.3% | -14.0% | ||
| Q1 25 | 36.6% | -13.0% | ||
| Q4 24 | 38.3% | -16.9% | ||
| Q3 24 | 38.3% | -11.2% | ||
| Q2 24 | 37.1% | -11.7% |
| Q1 26 | $0.28 | — | ||
| Q4 25 | $0.27 | $-0.35 | ||
| Q3 25 | $0.28 | $-0.21 | ||
| Q2 25 | $0.28 | $-0.29 | ||
| Q1 25 | $0.26 | $-0.27 | ||
| Q4 24 | $0.27 | $-0.34 | ||
| Q3 24 | $0.27 | $-0.24 | ||
| Q2 24 | $0.27 | $-0.25 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $29.6M | $40.7M |
| Total DebtLower is stronger | — | $473.6M |
| Stockholders' EquityBook value | $1.7B | $2.5M |
| Total Assets | $3.0B | $649.8M |
| Debt / EquityLower = less leverage | — | 186.62× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $29.6M | — | ||
| Q4 25 | $12.1M | $40.7M | ||
| Q3 25 | $6.7M | $30.9M | ||
| Q2 25 | $6.0M | $32.1M | ||
| Q1 25 | $22.3M | $30.7M | ||
| Q4 24 | $4.1M | $40.2M | ||
| Q3 24 | $44.5M | $25.9M | ||
| Q2 24 | $17.2M | $31.1M |
| Q1 26 | — | — | ||
| Q4 25 | $1.2B | $473.6M | ||
| Q3 25 | $1.2B | $473.1M | ||
| Q2 25 | $1.2B | $467.5M | ||
| Q1 25 | $1.2B | $471.7M | ||
| Q4 24 | $1.1B | $468.1M | ||
| Q3 24 | $1.1B | $467.4M | ||
| Q2 24 | $1.2B | $466.6M |
| Q1 26 | $1.7B | — | ||
| Q4 25 | $1.6B | $2.5M | ||
| Q3 25 | $1.5B | $14.2M | ||
| Q2 25 | $1.5B | $21.2M | ||
| Q1 25 | $1.4B | $31.0M | ||
| Q4 24 | $1.5B | $40.5M | ||
| Q3 24 | $1.4B | $51.8M | ||
| Q2 24 | $1.3B | $59.5M |
| Q1 26 | $3.0B | — | ||
| Q4 25 | $2.9B | $649.8M | ||
| Q3 25 | $2.8B | $644.4M | ||
| Q2 25 | $2.8B | $651.5M | ||
| Q1 25 | $2.7B | $657.2M | ||
| Q4 24 | $2.7B | $673.3M | ||
| Q3 24 | $2.6B | $668.7M | ||
| Q2 24 | $2.5B | $673.9M |
| Q1 26 | — | — | ||
| Q4 25 | 0.74× | 186.62× | ||
| Q3 25 | 0.79× | 33.30× | ||
| Q2 25 | 0.81× | 22.04× | ||
| Q1 25 | 0.84× | 15.22× | ||
| Q4 24 | 0.78× | 11.56× | ||
| Q3 24 | 0.84× | 9.02× | ||
| Q2 24 | 0.92× | 7.85× |
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 | — | $12.0M |
| Free Cash FlowOCF − Capex | — | $10.7M |
| FCF MarginFCF / Revenue | — | 14.1% |
| Capex IntensityCapex / Revenue | — | 1.8% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-2.7M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $192.3M | $12.0M | ||
| Q3 25 | $48.9M | $-472.0K | ||
| Q2 25 | $43.8M | $7.9M | ||
| Q1 25 | $51.6M | $-9.5M | ||
| Q4 24 | $144.1M | $14.8M | ||
| Q3 24 | $43.4M | $-6.7M | ||
| Q2 24 | $39.7M | $10.1M |
| Q1 26 | — | — | ||
| Q4 25 | — | $10.7M | ||
| Q3 25 | — | $-5.5M | ||
| Q2 25 | — | $4.5M | ||
| Q1 25 | — | $-12.3M | ||
| Q4 24 | — | $6.9M | ||
| Q3 24 | — | $-17.4M | ||
| Q2 24 | — | $-1.2M |
| Q1 26 | — | — | ||
| Q4 25 | — | 14.1% | ||
| Q3 25 | — | -7.1% | ||
| Q2 25 | — | 6.1% | ||
| Q1 25 | — | -16.4% | ||
| Q4 24 | — | 9.4% | ||
| Q3 24 | — | -23.0% | ||
| Q2 24 | — | -1.6% |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.8% | ||
| Q3 25 | — | 6.5% | ||
| Q2 25 | — | 4.5% | ||
| Q1 25 | — | 3.8% | ||
| Q4 24 | — | 10.9% | ||
| Q3 24 | — | 14.1% | ||
| Q2 24 | — | 15.4% |
| Q1 26 | — | — | ||
| Q4 25 | 6.53× | — | ||
| Q3 25 | 1.70× | — | ||
| Q2 25 | 1.57× | — | ||
| Q1 25 | 1.97× | — | ||
| Q4 24 | 5.51× | — | ||
| Q3 24 | 1.70× | — | ||
| Q2 24 | 1.61× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FCPT
| Rental revenue | $69.8M | 89% |
| Restaurant revenue | $8.4M | 11% |
FLL
| Midwest And South | $58.2M | 77% |
| Food And Beverage | $9.7M | 13% |
| Other Operations | $3.6M | 5% |
| Other | $2.3M | 3% |
| Contracted Sports Wagering | $1.7M | 2% |
