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Side-by-side financial comparison of CHART INDUSTRIES INC (GTLS) and NEWELL BRANDS INC. (NWL). Click either name above to swap in a different company.
NEWELL BRANDS INC. is the larger business by last-quarter revenue ($1.9B vs $1.1B, roughly 1.8× CHART INDUSTRIES INC). CHART INDUSTRIES INC runs the higher net margin — 5.0% vs -16.6%, a 21.6% gap on every dollar of revenue. On growth, CHART INDUSTRIES INC posted the faster year-over-year revenue change (-2.5% vs -2.7%). NEWELL BRANDS INC. produced more free cash flow last quarter ($91.0M vs $66.2M). Over the past eight quarters, NEWELL BRANDS INC.'s revenue compounded faster (7.1% CAGR vs 6.6%).
Oricon Inc. , established in 1999, is the holding company at the head of a Japanese corporate group that supplies statistics and information on music and the music industry in Japan and Western music. It started as Original Confidence Inc. , which was founded by Sōkō Koike in November 1967 and became known for its music charts. Oricon Inc. was originally set up as a subsidiary of Original Confidence and took over the latter's Oricon record charts in April 2002.
Newell Brands Inc. is an American conglomerate of consumer and commercial products. The company's brands and products include Rubbermaid storage/or waste disposal containers; home organization and reusable container products; Contigo and Bubba water bottles; Coleman outdoor products; writing instruments glue ; children's products ; cookware and small appliances and fragrance products.
GTLS vs NWL — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.1B | $1.9B |
| Net Profit | $53.6M | $-315.0M |
| Gross Margin | 33.3% | 33.1% |
| Operating Margin | 11.6% | -14.3% |
| Net Margin | 5.0% | -16.6% |
| Revenue YoY | -2.5% | -2.7% |
| Net Profit YoY | -32.7% | -483.3% |
| EPS (diluted) | $1.06 | $-0.75 |
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 | $1.1B | $1.9B | ||
| Q3 25 | $1.1B | $1.8B | ||
| Q2 25 | $1.1B | $1.9B | ||
| Q1 25 | $1.0B | $1.6B | ||
| Q4 24 | $1.1B | $1.9B | ||
| Q3 24 | $1.1B | $1.9B | ||
| Q2 24 | $1.0B | $2.0B | ||
| Q1 24 | $950.7M | $1.7B |
| Q4 25 | $53.6M | $-315.0M | ||
| Q3 25 | $-138.5M | $21.0M | ||
| Q2 25 | $76.1M | $46.0M | ||
| Q1 25 | $49.5M | $-37.0M | ||
| Q4 24 | $79.6M | $-54.0M | ||
| Q3 24 | $69.0M | $-198.0M | ||
| Q2 24 | $58.6M | $45.0M | ||
| Q1 24 | $11.3M | $-9.0M |
| Q4 25 | 33.3% | 33.1% | ||
| Q3 25 | 34.1% | 34.1% | ||
| Q2 25 | 33.6% | 35.4% | ||
| Q1 25 | 33.9% | 32.1% | ||
| Q4 24 | 33.6% | 34.2% | ||
| Q3 24 | 34.1% | 34.9% | ||
| Q2 24 | 33.8% | 34.4% | ||
| Q1 24 | 31.8% | 30.5% |
| Q4 25 | 11.6% | -14.3% | ||
| Q3 25 | -8.0% | 6.6% | ||
| Q2 25 | 15.7% | 8.8% | ||
| Q1 25 | 15.2% | 1.3% | ||
| Q4 24 | 17.0% | 0.5% | ||
| Q3 24 | 16.8% | -6.2% | ||
| Q2 24 | 16.1% | 8.0% | ||
| Q1 24 | 11.9% | 1.0% |
| Q4 25 | 5.0% | -16.6% | ||
| Q3 25 | -12.6% | 1.2% | ||
| Q2 25 | 7.0% | 2.4% | ||
| Q1 25 | 4.9% | -2.4% | ||
| Q4 24 | 7.2% | -2.8% | ||
| Q3 24 | 6.5% | -10.2% | ||
| Q2 24 | 5.6% | 2.2% | ||
| Q1 24 | 1.2% | -0.5% |
| Q4 25 | $1.06 | $-0.75 | ||
| Q3 25 | $-3.23 | $0.05 | ||
| Q2 25 | $1.53 | $0.11 | ||
| Q1 25 | $0.94 | $-0.09 | ||
| Q4 24 | $1.57 | $-0.13 | ||
| Q3 24 | $1.33 | $-0.48 | ||
| Q2 24 | $1.10 | $0.11 | ||
| Q1 24 | $0.10 | $-0.02 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $366.0M | $203.0M |
| Total DebtLower is stronger | $3.7B | — |
| Stockholders' EquityBook value | $3.2B | $2.4B |
| Total Assets | $9.8B | $10.7B |
| Debt / EquityLower = less leverage | 1.13× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $366.0M | $203.0M | ||
| Q3 25 | $399.2M | $229.0M | ||
| Q2 25 | $342.3M | $219.0M | ||
| Q1 25 | $296.2M | $233.0M | ||
| Q4 24 | $308.6M | $198.0M | ||
| Q3 24 | $310.2M | $494.0M | ||
| Q2 24 | $247.4M | $382.0M | ||
| Q1 24 | $191.9M | $372.0M |
| Q4 25 | $3.7B | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $3.8B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $3.2B | $2.4B | ||
| Q3 25 | $3.2B | $2.7B | ||
| Q2 25 | $3.4B | $2.7B | ||
| Q1 25 | $3.0B | $2.7B | ||
| Q4 24 | $2.8B | $2.8B | ||
| Q3 24 | $3.0B | $2.9B | ||
| Q2 24 | $2.7B | $3.1B | ||
| Q1 24 | $2.7B | $3.1B |
| Q4 25 | $9.8B | $10.7B | ||
| Q3 25 | $9.8B | $11.3B | ||
| Q2 25 | $9.7B | $11.5B | ||
| Q1 25 | $9.3B | $11.3B | ||
| Q4 24 | $9.1B | $11.0B | ||
| Q3 24 | $9.5B | $11.8B | ||
| Q2 24 | $9.3B | $12.0B | ||
| Q1 24 | $9.2B | $12.1B |
| Q4 25 | 1.13× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 1.33× | — | ||
| 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 | $88.8M | $161.0M |
| Free Cash FlowOCF − Capex | $66.2M | $91.0M |
| FCF MarginFCF / Revenue | 6.1% | 4.8% |
| Capex IntensityCapex / Revenue | 2.1% | 3.7% |
| Cash ConversionOCF / Net Profit | 1.66× | — |
| TTM Free Cash FlowTrailing 4 quarters | $202.8M | $17.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $88.8M | $161.0M | ||
| Q3 25 | $118.0M | $374.0M | ||
| Q2 25 | $145.9M | $-58.0M | ||
| Q1 25 | $-60.0M | $-213.0M | ||
| Q4 24 | $281.4M | $150.0M | ||
| Q3 24 | $200.6M | $282.0M | ||
| Q2 24 | $116.1M | $32.0M | ||
| Q1 24 | $-95.1M | $32.0M |
| Q4 25 | $66.2M | $91.0M | ||
| Q3 25 | $94.7M | $315.0M | ||
| Q2 25 | $122.0M | $-117.0M | ||
| Q1 25 | $-80.1M | $-272.0M | ||
| Q4 24 | $260.9M | $54.0M | ||
| Q3 24 | $174.5M | $231.0M | ||
| Q2 24 | $88.0M | $-21.0M | ||
| Q1 24 | $-141.2M | $-27.0M |
| Q4 25 | 6.1% | 4.8% | ||
| Q3 25 | 8.6% | 17.4% | ||
| Q2 25 | 11.3% | -6.0% | ||
| Q1 25 | -8.0% | -17.4% | ||
| Q4 24 | 23.6% | 2.8% | ||
| Q3 24 | 16.4% | 11.9% | ||
| Q2 24 | 8.5% | -1.0% | ||
| Q1 24 | -14.9% | -1.6% |
| Q4 25 | 2.1% | 3.7% | ||
| Q3 25 | 2.1% | 3.3% | ||
| Q2 25 | 2.2% | 3.0% | ||
| Q1 25 | 2.0% | 3.8% | ||
| Q4 24 | 1.9% | 4.9% | ||
| Q3 24 | 2.5% | 2.6% | ||
| Q2 24 | 2.7% | 2.6% | ||
| Q1 24 | 4.8% | 3.6% |
| Q4 25 | 1.66× | — | ||
| Q3 25 | — | 17.81× | ||
| Q2 25 | 1.92× | -1.26× | ||
| Q1 25 | -1.21× | — | ||
| Q4 24 | 3.54× | — | ||
| Q3 24 | 2.91× | — | ||
| Q2 24 | 1.98× | 0.71× | ||
| Q1 24 | -8.42× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GTLS
| Repair Service And Leasing Segment | $330.4M | 31% |
| Heat Transfer Systems Segment | $325.8M | 30% |
| Specialty Products Segment | $259.5M | 24% |
| Transferred Over Time | $94.4M | 9% |
| Transferred At Point In Time | $69.5M | 6% |
NWL
| Kitchen | $538.0M | 28% |
| Writing | $370.0M | 20% |
| Commercial | $320.0M | 17% |
| Financial Institution Two | $286.0M | 15% |
| Baby | $259.0M | 14% |
| Outdoor And Recreation | $142.0M | 7% |
