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Side-by-side financial comparison of GDS Holdings Ltd (GDS) and MetLife (MET). Click either name above to swap in a different company.
MetLife is the larger business by last-quarter revenue ($600.0M vs $405.6M, roughly 1.5× GDS Holdings Ltd). MetLife runs the higher net margin — 134.8% vs -0.1%, a 134.9% gap on every dollar of revenue.
Amadeus IT Group, S.A. is a major Spanish multinational technology company that provides software for the global travel and tourism industry. It is the world's leading provider of travel technology that focus on developing software for airlines, hotels, travel agencies, and other travel-related businesses.
MetLife, Inc. is the holding corporation for the Metropolitan Life Insurance Company (MLIC), better known as MetLife, and its affiliates. MetLife is among the largest global providers of insurance, annuities, and employee benefit programs, with around 90 million customers in over 60 countries. The firm was founded on March 24, 1868. MetLife ranked No. 43 in the 2018 Fortune 500 list of the largest United States corporations by total revenue.
GDS vs MET — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $405.6M | $600.0M |
| Net Profit | $-373.0K | $809.0M |
| Gross Margin | 22.1% | — |
| Operating Margin | — | — |
| Net Margin | -0.1% | 134.8% |
| Revenue YoY | — | 7.9% |
| Net Profit YoY | — | -36.3% |
| EPS (diluted) | — | $1.18 |
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.
| Q4 25 | — | $600.0M | ||
| Q3 25 | $405.6M | $621.0M | ||
| Q2 25 | $404.9M | $604.0M | ||
| Q1 25 | $375.3M | $611.0M | ||
| Q4 24 | — | $556.0M | ||
| Q3 24 | $422.6M | $554.0M | ||
| Q2 24 | $388.9M | $558.0M | ||
| Q1 24 | $363.9M | $577.0M |
| Q4 25 | — | $809.0M | ||
| Q3 25 | $-373.0K | $896.0M | ||
| Q2 25 | $-240.0K | $729.0M | ||
| Q1 25 | $-145.0K | $945.0M | ||
| Q4 24 | — | $1.3B | ||
| Q3 24 | $-32.9M | $1.3B | ||
| Q2 24 | $-31.9M | $946.0M | ||
| Q1 24 | $-47.8M | $867.0M |
| Q4 25 | — | — | ||
| Q3 25 | 22.1% | — | ||
| Q2 25 | 23.8% | — | ||
| Q1 25 | 23.7% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 22.2% | — | ||
| Q2 24 | 22.6% | — | ||
| Q1 24 | 21.8% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 10.8% | — | ||
| Q2 24 | 11.2% | — | ||
| Q1 24 | 8.3% | — |
| Q4 25 | — | 134.8% | ||
| Q3 25 | -0.1% | 144.3% | ||
| Q2 25 | -0.1% | 120.7% | ||
| Q1 25 | -0.0% | 154.7% | ||
| Q4 24 | — | 228.6% | ||
| Q3 24 | -7.8% | 242.2% | ||
| Q2 24 | -8.2% | 169.5% | ||
| Q1 24 | -13.1% | 150.3% |
| Q4 25 | — | $1.18 | ||
| Q3 25 | — | $1.22 | ||
| Q2 25 | — | $1.03 | ||
| Q1 25 | — | $1.28 | ||
| Q4 24 | — | $1.75 | ||
| Q3 24 | — | $1.81 | ||
| Q2 24 | — | $1.28 | ||
| Q1 24 | — | $1.10 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $25.6B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $3.6B | $28.4B |
| Total Assets | $11.0B | $745.2B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $25.6B | ||
| Q3 25 | — | $26.2B | ||
| Q2 25 | — | $27.5B | ||
| Q1 25 | — | $26.9B | ||
| Q4 24 | — | $25.2B | ||
| Q3 24 | — | $26.4B | ||
| Q2 24 | — | $24.6B | ||
| Q1 24 | — | $24.7B |
| Q4 25 | — | $28.4B | ||
| Q3 25 | $3.6B | $28.9B | ||
| Q2 25 | $3.4B | $27.7B | ||
| Q1 25 | $3.2B | $27.5B | ||
| Q4 24 | — | $27.4B | ||
| Q3 24 | $2.7B | $30.9B | ||
| Q2 24 | $2.6B | $27.3B | ||
| Q1 24 | $2.6B | $28.5B |
| Q4 25 | — | $745.2B | ||
| Q3 25 | $11.0B | $719.7B | ||
| Q2 25 | $11.1B | $702.5B | ||
| Q1 25 | $10.1B | $688.3B | ||
| Q4 24 | — | $677.5B | ||
| Q3 24 | $11.7B | $705.0B | ||
| Q2 24 | $10.9B | $675.7B | ||
| Q1 24 | $10.5B | $677.6B |
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 | $103.5M | $7.1B |
| Free Cash FlowOCF − Capex | $-96.3M | — |
| FCF MarginFCF / Revenue | -23.7% | — |
| Capex IntensityCapex / Revenue | 49.2% | — |
| Cash ConversionOCF / Net Profit | — | 8.75× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $7.1B | ||
| Q3 25 | $103.5M | $3.6B | ||
| Q2 25 | $120.8M | $2.2B | ||
| Q1 25 | — | $4.3B | ||
| Q4 24 | — | $4.6B | ||
| Q3 24 | $91.4M | $4.2B | ||
| Q2 24 | — | $3.5B | ||
| Q1 24 | — | $2.3B |
| Q4 25 | — | — | ||
| Q3 25 | $-96.3M | — | ||
| Q2 25 | $-55.8M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $-321.7M | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | -23.7% | — | ||
| Q2 25 | -13.8% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | -76.1% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | 49.2% | — | ||
| Q2 25 | 43.6% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 97.7% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 8.75× | ||
| Q3 25 | — | 3.98× | ||
| Q2 25 | — | 3.00× | ||
| Q1 25 | — | 4.51× | ||
| Q4 24 | — | 3.63× | ||
| Q3 24 | — | 3.11× | ||
| Q2 24 | — | 3.69× | ||
| Q1 24 | — | 2.69× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GDS
| Service revenue | $405.5M | 100% |
| Equipment sales | $2.8M | 1% |
MET
| Other | $165.0M | 28% |
| Prepaidlegalplansandadministrativeonlycontracts | $158.0M | 26% |
| Vision Fee For Service Arrangements | $140.0M | 23% |
| Administrative Service | $76.0M | 13% |
| Distribution Service | $36.0M | 6% |
| Feebasedinvestmentmanagementservices | $25.0M | 4% |
