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Side-by-side financial comparison of GEO GROUP INC (GEO) and Ryman Hospitality Properties, Inc. (RHP). Click either name above to swap in a different company.
Ryman Hospitality Properties, Inc. is the larger business by last-quarter revenue ($737.8M vs $708.4M, roughly 1.0× GEO GROUP INC). Ryman Hospitality Properties, Inc. runs the higher net margin — 10.1% vs 4.5%, a 5.6% gap on every dollar of revenue. On growth, GEO GROUP INC posted the faster year-over-year revenue change (16.6% vs 13.9%). Ryman Hospitality Properties, Inc. produced more free cash flow last quarter ($58.5M vs $-153.6M). Over the past eight quarters, Ryman Hospitality Properties, Inc.'s revenue compounded faster (18.2% CAGR vs 8.1%).
The GEO Group, Inc. (GEO) is a publicly traded C corporation headquartered in Boca Raton, Florida, that invests in private prisons and mental health facilities in the United States, Australia, South Africa, and the United Kingdom. The company's facilities include immigration detention centers, minimum security detention centers, and mental-health and residential-treatment facilities. GEO also operates government-owned facilities pursuant to management contracts. As of September 30, 2024, the ...
Ryman Hospitality Properties, Inc. is a hotel, resort, entertainment, and media company named for one of its assets: the Ryman Auditorium, a National Historic Landmark in Nashville, Tennessee. The company's legal lineage can be traced back to its time as a subsidiary of Edward Gaylord's Oklahoma Publishing Company; however, the backbone of the modern entity was formed with the company's acquisition of WSM, Inc. in 1983. This purchase resulted in the ownership of the Grand Ole Opry and associa...
GEO vs RHP — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $708.4M | $737.8M |
| Net Profit | $31.8M | $74.5M |
| Gross Margin | — | 41.4% |
| Operating Margin | 11.8% | 19.4% |
| Net Margin | 4.5% | 10.1% |
| Revenue YoY | 16.6% | 13.9% |
| Net Profit YoY | 105.1% | 3.0% |
| EPS (diluted) | $0.16 | $1.12 |
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 | $708.4M | $737.8M | ||
| Q3 25 | $682.3M | $592.5M | ||
| Q2 25 | $636.2M | $659.5M | ||
| Q1 25 | $604.6M | $587.3M | ||
| Q4 24 | $607.7M | $647.6M | ||
| Q3 24 | $603.1M | $550.0M | ||
| Q2 24 | $607.2M | $613.3M | ||
| Q1 24 | $605.7M | $528.3M |
| Q4 25 | $31.8M | $74.5M | ||
| Q3 25 | $173.9M | $34.9M | ||
| Q2 25 | $29.1M | $71.8M | ||
| Q1 25 | $19.6M | $63.0M | ||
| Q4 24 | $15.5M | $72.3M | ||
| Q3 24 | $26.3M | $59.0M | ||
| Q2 24 | $-32.5M | $100.8M | ||
| Q1 24 | $22.7M | $42.8M |
| Q4 25 | — | 41.4% | ||
| Q3 25 | — | 40.9% | ||
| Q2 25 | — | 49.7% | ||
| Q1 25 | — | 44.4% | ||
| Q4 24 | — | 40.4% | ||
| Q3 24 | — | 43.1% | ||
| Q2 24 | — | 48.4% | ||
| Q1 24 | — | 41.5% |
| Q4 25 | 11.8% | 19.4% | ||
| Q3 25 | 6.0% | 15.0% | ||
| Q2 25 | 11.3% | 21.1% | ||
| Q1 25 | 10.1% | 19.8% | ||
| Q4 24 | 11.2% | 18.6% | ||
| Q3 24 | 13.7% | 19.3% | ||
| Q2 24 | 13.2% | 27.4% | ||
| Q1 24 | 13.1% | 18.2% |
| Q4 25 | 4.5% | 10.1% | ||
| Q3 25 | 25.5% | 5.9% | ||
| Q2 25 | 4.6% | 10.9% | ||
| Q1 25 | 3.2% | 10.7% | ||
| Q4 24 | 2.5% | 11.2% | ||
| Q3 24 | 4.4% | 10.7% | ||
| Q2 24 | -5.4% | 16.4% | ||
| Q1 24 | 3.7% | 8.1% |
| Q4 25 | $0.16 | $1.12 | ||
| Q3 25 | $1.24 | $0.53 | ||
| Q2 25 | $0.21 | $1.12 | ||
| Q1 25 | $0.21 | $1.00 | ||
| Q4 24 | $0.14 | $1.12 | ||
| Q3 24 | $0.19 | $0.94 | ||
| Q2 24 | $-0.25 | $1.65 | ||
| Q1 24 | $0.14 | $0.67 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $69.0M | $471.4M |
| Total DebtLower is stronger | $1.7B | — |
| Stockholders' EquityBook value | $1.5B | $750.2M |
| Total Assets | $3.8B | $6.2B |
| Debt / EquityLower = less leverage | 1.11× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $69.0M | $471.4M | ||
| Q3 25 | $183.9M | $483.3M | ||
| Q2 25 | $67.9M | $420.6M | ||
| Q1 25 | $64.8M | $413.9M | ||
| Q4 24 | $76.9M | $477.7M | ||
| Q3 24 | $70.6M | $534.9M | ||
| Q2 24 | $46.3M | $498.4M | ||
| Q1 24 | $126.5M | $465.3M |
| Q4 25 | $1.7B | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $1.7B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $1.5B | $750.2M | ||
| Q3 25 | $1.5B | $758.5M | ||
| Q2 25 | $1.4B | $800.4M | ||
| Q1 25 | $1.3B | $531.5M | ||
| Q4 24 | $1.3B | $549.0M | ||
| Q3 24 | $1.3B | $551.9M | ||
| Q2 24 | $1.3B | $562.6M | ||
| Q1 24 | $1.3B | $529.9M |
| Q4 25 | $3.8B | $6.2B | ||
| Q3 25 | $3.8B | $6.2B | ||
| Q2 25 | $3.7B | $6.1B | ||
| Q1 25 | $3.6B | $5.2B | ||
| Q4 24 | $3.6B | $5.2B | ||
| Q3 24 | $3.6B | $5.2B | ||
| Q2 24 | $3.6B | $5.1B | ||
| Q1 24 | $3.7B | $5.1B |
| Q4 25 | 1.11× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 1.31× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 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 | $-117.3M | $164.7M |
| Free Cash FlowOCF − Capex | $-153.6M | $58.5M |
| FCF MarginFCF / Revenue | -21.7% | 7.9% |
| Capex IntensityCapex / Revenue | 5.1% | 14.4% |
| Cash ConversionOCF / Net Profit | -3.69× | 2.21× |
| TTM Free Cash FlowTrailing 4 quarters | $-124.9M | $232.4M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-117.3M | $164.7M | ||
| Q3 25 | $79.6M | $205.2M | ||
| Q2 25 | $39.2M | $122.5M | ||
| Q1 25 | $71.2M | $98.2M | ||
| Q4 24 | $18.5M | $166.6M | ||
| Q3 24 | $109.3M | $218.1M | ||
| Q2 24 | $31.2M | $184.3M | ||
| Q1 24 | $83.3M | $7.5M |
| Q4 25 | $-153.6M | $58.5M | ||
| Q3 25 | $-14.1M | $135.4M | ||
| Q2 25 | $2.4M | $53.0M | ||
| Q1 25 | $40.5M | $-14.5M | ||
| Q4 24 | $-2.3M | $76.0M | ||
| Q3 24 | $90.5M | $85.7M | ||
| Q2 24 | $6.8M | $78.8M | ||
| Q1 24 | $68.5M | $-72.0M |
| Q4 25 | -21.7% | 7.9% | ||
| Q3 25 | -2.1% | 22.9% | ||
| Q2 25 | 0.4% | 8.0% | ||
| Q1 25 | 6.7% | -2.5% | ||
| Q4 24 | -0.4% | 11.7% | ||
| Q3 24 | 15.0% | 15.6% | ||
| Q2 24 | 1.1% | 12.9% | ||
| Q1 24 | 11.3% | -13.6% |
| Q4 25 | 5.1% | 14.4% | ||
| Q3 25 | 13.7% | 11.8% | ||
| Q2 25 | 5.8% | 10.5% | ||
| Q1 25 | 5.1% | 19.2% | ||
| Q4 24 | 3.4% | 14.0% | ||
| Q3 24 | 3.1% | 24.1% | ||
| Q2 24 | 4.0% | 17.2% | ||
| Q1 24 | 2.4% | 15.0% |
| Q4 25 | -3.69× | 2.21× | ||
| Q3 25 | 0.46× | 5.88× | ||
| Q2 25 | 1.35× | 1.71× | ||
| Q1 25 | 3.64× | 1.56× | ||
| Q4 24 | 1.19× | 2.30× | ||
| Q3 24 | 4.15× | 3.70× | ||
| Q2 24 | — | 1.83× | ||
| Q1 24 | 3.67× | 0.17× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GEO
| Us Corrections And Detention | $498.0M | 70% |
| Electronic Monitoring And Supervision Services | $83.7M | 12% |
| Reentry Services | $72.2M | 10% |
| AU | $49.1M | 7% |
| ZA | $5.4M | 1% |
RHP
| Hotel Other | $157.7M | 21% |
| Gaylord Opryland | $147.4M | 20% |
| Hotel Transient Rooms | $93.6M | 13% |
| Hotel Food And Beverage Outlets | $92.2M | 12% |
| Gaylord Palms | $88.2M | 12% |
| Jw Marriott Hill Country | $53.7M | 7% |
| Entertainment Admissions And Ticketing | $43.1M | 6% |
| Entertainment Food And Beverage | $38.1M | 5% |
| Entertainment Retail And Other | $28.3M | 4% |
| Ac Hotel | $2.4M | 0% |
