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Side-by-side financial comparison of GCI Liberty, Inc. (GLIBA) and HEARTLAND EXPRESS INC (HTLD). Click either name above to swap in a different company.
GCI Liberty, Inc. is the larger business by last-quarter revenue ($257.0M vs $179.4M, roughly 1.4× HEARTLAND EXPRESS INC). HEARTLAND EXPRESS INC runs the higher net margin — -10.8% vs -150.6%, a 139.7% gap on every dollar of revenue. GCI Liberty, Inc. produced more free cash flow last quarter ($21.0M vs $-44.2M).
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.
Heartland Express is an American trucking company headquartered in North Liberty, Iowa. The company offers truckload shipping services across the United States.
GLIBA vs HTLD — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $257.0M | $179.4M |
| Net Profit | $-387.0M | $-19.4M |
| Gross Margin | — | — |
| Operating Margin | -189.9% | -12.7% |
| Net Margin | -150.6% | -10.8% |
| Revenue YoY | — | -26.1% |
| Net Profit YoY | — | -949.2% |
| EPS (diluted) | $-13.34 | $-0.24 |
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 | — | $179.4M | ||
| Q3 25 | $257.0M | $196.5M | ||
| Q2 25 | $261.0M | $210.4M | ||
| Q1 25 | — | $219.4M | ||
| Q4 24 | — | $242.6M | ||
| Q3 24 | — | $259.9M | ||
| Q2 24 | — | $274.8M | ||
| Q1 24 | — | $270.3M |
| Q4 25 | — | $-19.4M | ||
| Q3 25 | $-387.0M | $-8.3M | ||
| Q2 25 | $27.0M | $-10.9M | ||
| Q1 25 | — | $-13.9M | ||
| Q4 24 | — | $-1.9M | ||
| Q3 24 | — | $-9.3M | ||
| Q2 24 | — | $-3.5M | ||
| Q1 24 | — | $-15.1M |
| Q4 25 | — | -12.7% | ||
| Q3 25 | -189.9% | -3.7% | ||
| Q2 25 | 19.5% | -5.9% | ||
| Q1 25 | — | -6.8% | ||
| Q4 24 | — | 0.4% | ||
| Q3 24 | — | -2.7% | ||
| Q2 24 | — | 0.1% | ||
| Q1 24 | — | -5.3% |
| Q4 25 | — | -10.8% | ||
| Q3 25 | -150.6% | -4.2% | ||
| Q2 25 | 10.3% | -5.2% | ||
| Q1 25 | — | -6.3% | ||
| Q4 24 | — | -0.8% | ||
| Q3 24 | — | -3.6% | ||
| Q2 24 | — | -1.3% | ||
| Q1 24 | — | -5.6% |
| Q4 25 | — | $-0.24 | ||
| Q3 25 | $-13.34 | $-0.11 | ||
| Q2 25 | — | $-0.14 | ||
| Q1 25 | — | $-0.18 | ||
| Q4 24 | — | $-0.03 | ||
| Q3 24 | — | $-0.12 | ||
| Q2 24 | — | $-0.04 | ||
| Q1 24 | — | $-0.19 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $124.0M | $18.5M |
| Total DebtLower is stronger | $985.0M | $154.1M |
| Stockholders' EquityBook value | $1.4B | $755.3M |
| Total Assets | $3.0B | $1.2B |
| Debt / EquityLower = less leverage | 0.72× | 0.20× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $18.5M | ||
| Q3 25 | $124.0M | $32.7M | ||
| Q2 25 | $104.0M | $22.9M | ||
| Q1 25 | — | $23.9M | ||
| Q4 24 | — | $12.8M | ||
| Q3 24 | — | $30.7M | ||
| Q2 24 | — | $23.9M | ||
| Q1 24 | — | $23.8M |
| Q4 25 | — | $154.1M | ||
| Q3 25 | $985.0M | — | ||
| Q2 25 | $987.0M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $187.9M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $755.3M | ||
| Q3 25 | $1.4B | $775.6M | ||
| Q2 25 | — | $786.7M | ||
| Q1 25 | — | $807.7M | ||
| Q4 24 | — | $822.6M | ||
| Q3 24 | — | $825.7M | ||
| Q2 24 | — | $836.8M | ||
| Q1 24 | — | $848.8M |
| Q4 25 | — | $1.2B | ||
| Q3 25 | $3.0B | $1.3B | ||
| Q2 25 | $3.4B | $1.3B | ||
| Q1 25 | — | $1.3B | ||
| Q4 24 | — | $1.3B | ||
| Q3 24 | — | $1.4B | ||
| Q2 24 | — | $1.4B | ||
| Q1 24 | — | $1.5B |
| Q4 25 | — | 0.20× | ||
| Q3 25 | 0.72× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.23× | ||
| 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 | $76.0M | $14.9M |
| Free Cash FlowOCF − Capex | $21.0M | $-44.2M |
| FCF MarginFCF / Revenue | 8.2% | -24.6% |
| Capex IntensityCapex / Revenue | 21.4% | 33.0% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-66.9M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $14.9M | ||
| Q3 25 | $76.0M | $27.5M | ||
| Q2 25 | $226.0M | $21.0M | ||
| Q1 25 | — | $25.8M | ||
| Q4 24 | — | $37.8M | ||
| Q3 24 | — | $35.6M | ||
| Q2 24 | — | $40.0M | ||
| Q1 24 | — | $31.0M |
| Q4 25 | — | $-44.2M | ||
| Q3 25 | $21.0M | $-12.2M | ||
| Q2 25 | $107.0M | $-12.8M | ||
| Q1 25 | — | $2.3M | ||
| Q4 24 | — | $-45.5M | ||
| Q3 24 | — | $24.6M | ||
| Q2 24 | — | $29.4M | ||
| Q1 24 | — | $26.3M |
| Q4 25 | — | -24.6% | ||
| Q3 25 | 8.2% | -6.2% | ||
| Q2 25 | 41.0% | -6.1% | ||
| Q1 25 | — | 1.0% | ||
| Q4 24 | — | -18.8% | ||
| Q3 24 | — | 9.5% | ||
| Q2 24 | — | 10.7% | ||
| Q1 24 | — | 9.7% |
| Q4 25 | — | 33.0% | ||
| Q3 25 | 21.4% | 20.2% | ||
| Q2 25 | 45.6% | 16.1% | ||
| Q1 25 | — | 10.7% | ||
| Q4 24 | — | 34.3% | ||
| Q3 24 | — | 4.2% | ||
| Q2 24 | — | 3.8% | ||
| Q1 24 | — | 1.7% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 8.37× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
