vs
Side-by-side financial comparison of FLEXSTEEL INDUSTRIES INC (FLXS) and National Storage Affiliates Trust (NSA). Click either name above to swap in a different company.
National Storage Affiliates Trust is the larger business by last-quarter revenue ($187.0M vs $115.1M, roughly 1.6× FLEXSTEEL INDUSTRIES INC). FLEXSTEEL INDUSTRIES INC runs the higher net margin — 17.7% vs 12.2%, a 5.5% gap on every dollar of revenue. On growth, FLEXSTEEL INDUSTRIES INC posted the faster year-over-year revenue change (1.0% vs -1.6%). Over the past eight quarters, FLEXSTEEL INDUSTRIES INC's revenue compounded faster (1.9% CAGR vs -2.4%).
Flexsteel Industries Inc is a leading U.S.-headquartered furniture manufacturer that designs, produces and distributes a wide portfolio of upholstered residential, commercial, and hospitality furniture. It primarily operates across North American markets, serving end consumers, retail partners and corporate clients through its extensive distribution network.
National Storage Affiliates Trust is a U.S.-headquartered real estate investment trust focused on self-storage assets. It owns, operates and acquires self-storage facilities across dozens of U.S. states, offering secure storage solutions for residential and commercial customers.
FLXS vs NSA — Head-to-Head
Income Statement — Q1 FY2027 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $115.1M | $187.0M |
| Net Profit | $20.4M | $22.9M |
| Gross Margin | 22.6% | 72.5% |
| Operating Margin | — | 20.2% |
| Net Margin | 17.7% | 12.2% |
| Revenue YoY | 1.0% | -1.6% |
| Net Profit YoY | 116.0% | 36.8% |
| EPS (diluted) | $1.14 | $0.23 |
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.
| Q3 26 | $115.1M | — | ||
| Q4 25 | $118.2M | $187.0M | ||
| Q3 25 | $110.4M | $188.7M | ||
| Q2 25 | $114.6M | $188.8M | ||
| Q1 25 | $114.0M | $188.4M | ||
| Q4 24 | $108.5M | $190.1M | ||
| Q3 24 | $104.0M | $193.6M | ||
| Q2 24 | $110.8M | $190.4M |
| Q3 26 | $20.4M | — | ||
| Q4 25 | $6.6M | $22.9M | ||
| Q3 25 | $7.3M | $18.4M | ||
| Q2 25 | $10.7M | $19.5M | ||
| Q1 25 | $-3.7M | $13.0M | ||
| Q4 24 | $9.1M | $16.7M | ||
| Q3 24 | $4.1M | $18.7M | ||
| Q2 24 | $4.9M | $17.1M |
| Q3 26 | 22.6% | — | ||
| Q4 25 | 22.7% | 72.5% | ||
| Q3 25 | 23.5% | 70.7% | ||
| Q2 25 | 23.9% | 70.5% | ||
| Q1 25 | 22.2% | 70.7% | ||
| Q4 24 | 21.0% | 72.5% | ||
| Q3 24 | 21.5% | 72.8% | ||
| Q2 24 | 21.3% | 72.6% |
| Q3 26 | — | — | ||
| Q4 25 | 7.6% | 20.2% | ||
| Q3 25 | 8.1% | 15.8% | ||
| Q2 25 | 12.2% | 16.5% | ||
| Q1 25 | -4.4% | 11.0% | ||
| Q4 24 | 10.7% | 14.5% | ||
| Q3 24 | 5.8% | 15.8% | ||
| Q2 24 | 6.9% | 17.2% |
| Q3 26 | 17.7% | — | ||
| Q4 25 | 5.6% | 12.2% | ||
| Q3 25 | 6.6% | 9.8% | ||
| Q2 25 | 9.3% | 10.3% | ||
| Q1 25 | -3.3% | 6.9% | ||
| Q4 24 | 8.3% | 8.8% | ||
| Q3 24 | 4.0% | 9.7% | ||
| Q2 24 | 4.4% | 9.0% |
| Q3 26 | $1.14 | — | ||
| Q4 25 | $1.18 | $0.23 | ||
| Q3 25 | $1.31 | $0.17 | ||
| Q2 25 | $1.90 | $0.19 | ||
| Q1 25 | $-0.71 | $0.10 | ||
| Q4 24 | $1.62 | $0.19 | ||
| Q3 24 | $0.74 | $0.18 | ||
| Q2 24 | $0.87 | $0.16 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $57.3M | $23.3M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $185.3M | $946.0M |
| Total Assets | $290.2M | $5.1B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 26 | $57.3M | — | ||
| Q4 25 | $36.8M | $23.3M | ||
| Q3 25 | $38.6M | $26.3M | ||
| Q2 25 | $40.0M | $26.1M | ||
| Q1 25 | $22.6M | $19.3M | ||
| Q4 24 | $11.8M | $50.4M | ||
| Q3 24 | $5.7M | $69.9M | ||
| Q2 24 | $4.8M | $59.0M |
| Q3 26 | $185.3M | — | ||
| Q4 25 | $178.9M | $946.0M | ||
| Q3 25 | $172.2M | $973.1M | ||
| Q2 25 | $167.9M | $1.0B | ||
| Q1 25 | $158.1M | $1.0B | ||
| Q4 24 | $161.9M | $1.1B | ||
| Q3 24 | $154.7M | $986.9M | ||
| Q2 24 | $150.4M | $1.2B |
| Q3 26 | $290.2M | — | ||
| Q4 25 | $290.2M | $5.1B | ||
| Q3 25 | $281.5M | $5.1B | ||
| Q2 25 | $282.5M | $5.2B | ||
| Q1 25 | $266.1M | $5.3B | ||
| Q4 24 | $271.5M | $5.4B | ||
| Q3 24 | $268.7M | $5.4B | ||
| Q2 24 | $274.5M | $5.3B |
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 | $27.2M | $338.5M |
| Free Cash FlowOCF − Capex | — | $299.8M |
| FCF MarginFCF / Revenue | — | 160.3% |
| Capex IntensityCapex / Revenue | — | 20.7% |
| Cash ConversionOCF / Net Profit | 1.33× | 14.79× |
| TTM Free Cash FlowTrailing 4 quarters | — | $541.5M |
8-quarter trend — quarters aligned by calendar period.
| Q3 26 | $27.2M | — | ||
| Q4 25 | $1.0M | $338.5M | ||
| Q3 25 | $4.1M | $100.2M | ||
| Q2 25 | $15.6M | $79.9M | ||
| Q1 25 | $12.3M | $85.6M | ||
| Q4 24 | $6.7M | $363.1M | ||
| Q3 24 | $2.4M | $105.7M | ||
| Q2 24 | $7.5M | $83.2M |
| Q3 26 | — | — | ||
| Q4 25 | $-735.0K | $299.8M | ||
| Q3 25 | $2.8M | $88.0M | ||
| Q2 25 | $15.1M | $73.8M | ||
| Q1 25 | $10.9M | $79.9M | ||
| Q4 24 | $5.8M | $344.4M | ||
| Q3 24 | $2.0M | $101.8M | ||
| Q2 24 | $7.1M | $79.5M |
| Q3 26 | — | — | ||
| Q4 25 | -0.6% | 160.3% | ||
| Q3 25 | 2.5% | 46.6% | ||
| Q2 25 | 13.1% | 39.1% | ||
| Q1 25 | 9.6% | 42.4% | ||
| Q4 24 | 5.3% | 181.2% | ||
| Q3 24 | 1.9% | 52.6% | ||
| Q2 24 | 6.4% | 41.7% |
| Q3 26 | — | — | ||
| Q4 25 | 1.5% | 20.7% | ||
| Q3 25 | 1.2% | 6.5% | ||
| Q2 25 | 0.5% | 3.2% | ||
| Q1 25 | 1.2% | 3.0% | ||
| Q4 24 | 0.8% | 9.8% | ||
| Q3 24 | 0.4% | 2.0% | ||
| Q2 24 | 0.4% | 1.9% |
| Q3 26 | 1.33× | — | ||
| Q4 25 | 0.15× | 14.79× | ||
| Q3 25 | 0.56× | 5.44× | ||
| Q2 25 | 1.46× | 4.10× | ||
| Q1 25 | — | 6.59× | ||
| Q4 24 | 0.74× | 21.70× | ||
| Q3 24 | 0.58× | 5.65× | ||
| Q2 24 | 1.53× | 4.88× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
