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Side-by-side financial comparison of First Watch Restaurant Group, Inc. (FWRG) and Slide Insurance Holdings, Inc. (SLDE). Click either name above to swap in a different company.
Slide Insurance Holdings, Inc. is the larger business by last-quarter revenue ($389.3M vs $316.4M, roughly 1.2× First Watch Restaurant Group, Inc.). On growth, Slide Insurance Holdings, Inc. posted the faster year-over-year revenue change (38.2% vs 20.2%).
Ruby Tuesday Inc. is an American multinational foodservice retailer that owns, operates, and franchises Ruby Tuesday restaurants. The concept was started in 1972 by Samuel E. (Sandy) Beall III.
United Property & Casualty Insurance Company, Inc. is an American property and casualty insurance company with headquarters in Florida. It writes commercial, residential, homeowners’, and flood insurance policies in several coastal states.
FWRG vs SLDE — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $316.4M | $389.3M |
| Net Profit | — | $139.5M |
| Gross Margin | — | — |
| Operating Margin | 2.9% | — |
| Net Margin | — | 35.8% |
| Revenue YoY | 20.2% | 38.2% |
| Net Profit YoY | — | 50.8% |
| EPS (diluted) | $0.24 | $1.02 |
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 | — | $389.3M | ||
| Q4 25 | $316.4M | $347.0M | ||
| Q3 25 | $316.0M | $265.7M | ||
| Q2 25 | $307.9M | $261.6M | ||
| Q1 25 | $282.2M | — | ||
| Q4 24 | $263.3M | — | ||
| Q3 24 | $251.6M | — | ||
| Q2 24 | $258.6M | — |
| Q1 26 | — | $139.5M | ||
| Q4 25 | — | $170.4M | ||
| Q3 25 | $3.0M | $111.0M | ||
| Q2 25 | $2.1M | $70.1M | ||
| Q1 25 | $-829.0K | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $2.1M | — | ||
| Q2 24 | $8.9M | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.9% | — | ||
| Q3 25 | 3.2% | 55.3% | ||
| Q2 25 | 2.4% | 36.8% | ||
| Q1 25 | 0.4% | — | ||
| Q4 24 | 1.5% | — | ||
| Q3 24 | 2.5% | — | ||
| Q2 24 | 6.4% | — |
| Q1 26 | — | 35.8% | ||
| Q4 25 | — | 49.1% | ||
| Q3 25 | 0.9% | 41.8% | ||
| Q2 25 | 0.7% | 26.8% | ||
| Q1 25 | -0.3% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.8% | — | ||
| Q2 24 | 3.4% | — |
| Q1 26 | — | $1.02 | ||
| Q4 25 | $0.24 | $1.23 | ||
| Q3 25 | $0.05 | $0.79 | ||
| Q2 25 | $0.03 | $0.56 | ||
| Q1 25 | $-0.01 | — | ||
| Q4 24 | $0.01 | — | ||
| Q3 24 | $0.03 | — | ||
| Q2 24 | $0.14 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $21.2M | $1.2B |
| Total DebtLower is stronger | $269.1M | — |
| Stockholders' EquityBook value | $626.3M | $1.1B |
| Total Assets | $1.7B | $2.9B |
| Debt / EquityLower = less leverage | 0.43× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $1.2B | ||
| Q4 25 | $21.2M | $1.2B | ||
| Q3 25 | $20.7M | $861.6M | ||
| Q2 25 | $19.2M | $936.2M | ||
| Q1 25 | $18.6M | — | ||
| Q4 24 | $33.3M | — | ||
| Q3 24 | $51.1M | — | ||
| Q2 24 | $45.1M | — |
| Q1 26 | — | — | ||
| Q4 25 | $269.1M | — | ||
| Q3 25 | $251.0M | $35.0M | ||
| Q2 25 | $250.0M | $36.3M | ||
| Q1 25 | $191.5M | — | ||
| Q4 24 | $189.0M | — | ||
| Q3 24 | $189.7M | — | ||
| Q2 24 | $192.1M | — |
| Q1 26 | — | $1.1B | ||
| Q4 25 | $626.3M | $1.1B | ||
| Q3 25 | $607.3M | $964.2M | ||
| Q2 25 | $601.3M | $868.1M | ||
| Q1 25 | $596.3M | — | ||
| Q4 24 | $595.4M | — | ||
| Q3 24 | $589.1M | — | ||
| Q2 24 | $585.8M | — |
| Q1 26 | — | $2.9B | ||
| Q4 25 | $1.7B | $2.9B | ||
| Q3 25 | $1.7B | $2.7B | ||
| Q2 25 | $1.7B | $2.8B | ||
| Q1 25 | $1.5B | — | ||
| Q4 24 | $1.5B | — | ||
| Q3 24 | $1.5B | — | ||
| Q2 24 | $1.4B | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.43× | — | ||
| Q3 25 | 0.41× | 0.04× | ||
| Q2 25 | 0.42× | 0.04× | ||
| Q1 25 | 0.32× | — | ||
| Q4 24 | 0.32× | — | ||
| Q3 24 | 0.32× | — | ||
| Q2 24 | 0.33× | — |
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 | $18.5M | — |
| Free Cash FlowOCF − Capex | $-18.3M | — |
| FCF MarginFCF / Revenue | -5.8% | — |
| Capex IntensityCapex / Revenue | 11.6% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-31.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $18.5M | — | ||
| Q3 25 | $47.9M | $25.3M | ||
| Q2 25 | $39.4M | $350.4M | ||
| Q1 25 | $20.1M | — | ||
| Q4 24 | $22.9M | — | ||
| Q3 24 | $35.9M | — | ||
| Q2 24 | $31.9M | — |
| Q1 26 | — | — | ||
| Q4 25 | $-18.3M | — | ||
| Q3 25 | $5.5M | $24.5M | ||
| Q2 25 | $-1.7M | $348.9M | ||
| Q1 25 | $-16.4M | — | ||
| Q4 24 | $-17.7M | — | ||
| Q3 24 | $6.8M | — | ||
| Q2 24 | $2.3M | — |
| Q1 26 | — | — | ||
| Q4 25 | -5.8% | — | ||
| Q3 25 | 1.7% | 9.2% | ||
| Q2 25 | -0.5% | 133.4% | ||
| Q1 25 | -5.8% | — | ||
| Q4 24 | -6.7% | — | ||
| Q3 24 | 2.7% | — | ||
| Q2 24 | 0.9% | — |
| Q1 26 | — | — | ||
| Q4 25 | 11.6% | — | ||
| Q3 25 | 13.4% | 0.3% | ||
| Q2 25 | 13.4% | 0.6% | ||
| Q1 25 | 13.0% | — | ||
| Q4 24 | 15.4% | — | ||
| Q3 24 | 11.6% | — | ||
| Q2 24 | 11.5% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 16.01× | 0.23× | ||
| Q2 25 | 18.72× | 5.00× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 16.98× | — | ||
| Q2 24 | 3.59× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FWRG
| In Restaurant Dining Sales | $254.1M | 80% |
| Third Party Delivery Sales | $38.6M | 12% |
| Take Out Sales | $21.3M | 7% |
| Royalty And System Fund Contributions | $2.3M | 1% |
SLDE
Segment breakdown not available.
