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Side-by-side financial comparison of Federal Realty Investment Trust (FRT) and GCI Liberty, Inc. (GLIBA). Click either name above to swap in a different company.
Federal Realty Investment Trust is the larger business by last-quarter revenue ($336.0M vs $257.0M, roughly 1.3× GCI Liberty, Inc.). Federal Realty Investment Trust runs the higher net margin — 38.6% vs -150.6%, a 189.2% gap on every dollar of revenue.
Federal Realty Investment Trust is a real estate investment trust that invests in shopping centers in the Northeastern United States, the Mid-Atlantic states, California, and South Florida.
GCI Communication Corp (GCI) is a telecommunications corporation operating in Alaska. Through its own facilities and agreements with other providers, GCI provides Internet access, landline, and cellular telephone service. It is a subsidiary of GCI Liberty, Inc.
FRT vs GLIBA — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $336.0M | $257.0M |
| Net Profit | $129.7M | $-387.0M |
| Gross Margin | — | — |
| Operating Margin | 53.8% | -189.9% |
| Net Margin | 38.6% | -150.6% |
| Revenue YoY | 8.7% | — |
| Net Profit YoY | 103.5% | — |
| EPS (diluted) | $1.49 | $-13.34 |
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 | $336.0M | — | ||
| Q4 25 | $336.0M | — | ||
| Q3 25 | $322.3M | $257.0M | ||
| Q2 25 | $311.5M | $261.0M | ||
| Q1 25 | $309.2M | — | ||
| Q4 24 | $311.4M | — | ||
| Q3 24 | $303.6M | — | ||
| Q2 24 | $296.1M | — |
| Q1 26 | $129.7M | — | ||
| Q4 25 | $129.7M | — | ||
| Q3 25 | $61.6M | $-387.0M | ||
| Q2 25 | $155.9M | $27.0M | ||
| Q1 25 | $63.8M | — | ||
| Q4 24 | $65.5M | — | ||
| Q3 24 | $61.0M | — | ||
| Q2 24 | $112.0M | — |
| Q1 26 | 53.8% | — | ||
| Q4 25 | 53.8% | — | ||
| Q3 25 | 34.3% | -189.9% | ||
| Q2 25 | 65.1% | 19.5% | ||
| Q1 25 | 35.0% | — | ||
| Q4 24 | 35.1% | — | ||
| Q3 24 | 34.9% | — | ||
| Q2 24 | 53.0% | — |
| Q1 26 | 38.6% | — | ||
| Q4 25 | 38.6% | — | ||
| Q3 25 | 19.1% | -150.6% | ||
| Q2 25 | 50.0% | 10.3% | ||
| Q1 25 | 20.6% | — | ||
| Q4 24 | 21.0% | — | ||
| Q3 24 | 20.1% | — | ||
| Q2 24 | 37.8% | — |
| Q1 26 | $1.49 | — | ||
| Q4 25 | $1.49 | — | ||
| Q3 25 | $0.69 | $-13.34 | ||
| Q2 25 | $1.78 | — | ||
| Q1 25 | $0.72 | — | ||
| Q4 24 | $0.74 | — | ||
| Q3 24 | $0.70 | — | ||
| Q2 24 | $1.32 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $107.4M | $124.0M |
| Total DebtLower is stronger | $5.0B | $985.0M |
| Stockholders' EquityBook value | $3.2B | $1.4B |
| Total Assets | $9.1B | $3.0B |
| Debt / EquityLower = less leverage | 1.53× | 0.72× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $107.4M | — | ||
| Q4 25 | $107.4M | — | ||
| Q3 25 | $111.3M | $124.0M | ||
| Q2 25 | $177.0M | $104.0M | ||
| Q1 25 | $109.2M | — | ||
| Q4 24 | $123.4M | — | ||
| Q3 24 | $97.0M | — | ||
| Q2 24 | $103.2M | — |
| Q1 26 | $5.0B | — | ||
| Q4 25 | $5.0B | — | ||
| Q3 25 | — | $985.0M | ||
| Q2 25 | — | $987.0M | ||
| Q1 25 | — | — | ||
| Q4 24 | $4.5B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $3.2B | — | ||
| Q4 25 | $3.2B | — | ||
| Q3 25 | $3.2B | $1.4B | ||
| Q2 25 | $3.2B | — | ||
| Q1 25 | $3.2B | — | ||
| Q4 24 | $3.2B | — | ||
| Q3 24 | $3.1B | — | ||
| Q2 24 | $3.0B | — |
| Q1 26 | $9.1B | — | ||
| Q4 25 | $9.1B | — | ||
| Q3 25 | $8.9B | $3.0B | ||
| Q2 25 | $8.6B | $3.4B | ||
| Q1 25 | $8.6B | — | ||
| Q4 24 | $8.5B | — | ||
| Q3 24 | $8.5B | — | ||
| Q2 24 | $8.4B | — |
| Q1 26 | 1.53× | — | ||
| Q4 25 | 1.53× | — | ||
| Q3 25 | — | 0.72× | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 1.42× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
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 | — | $76.0M |
| Free Cash FlowOCF − Capex | — | $21.0M |
| FCF MarginFCF / Revenue | — | 8.2% |
| Capex IntensityCapex / Revenue | — | 21.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $622.4M | — | ||
| Q3 25 | $147.8M | $76.0M | ||
| Q2 25 | $150.7M | $226.0M | ||
| Q1 25 | $179.0M | — | ||
| Q4 24 | $574.6M | — | ||
| Q3 24 | $144.1M | — | ||
| Q2 24 | $169.7M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $21.0M | ||
| Q2 25 | — | $107.0M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 8.2% | ||
| Q2 25 | — | 41.0% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 21.4% | ||
| Q2 25 | — | 45.6% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 4.80× | — | ||
| Q3 25 | 2.40× | — | ||
| Q2 25 | 0.97× | 8.37× | ||
| Q1 25 | 2.81× | — | ||
| Q4 24 | 8.77× | — | ||
| Q3 24 | 2.36× | — | ||
| Q2 24 | 1.52× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
