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Side-by-side financial comparison of CHART INDUSTRIES INC (GTLS) and UNIVERSAL LOGISTICS HOLDINGS, INC. (ULH), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
CHART INDUSTRIES INC is the larger business by last-quarter revenue ($1.1B vs $385.4M, roughly 2.8× UNIVERSAL LOGISTICS HOLDINGS, INC.). CHART INDUSTRIES INC runs the higher net margin — 5.0% vs 1.0%, a 4.0% gap on every dollar of revenue. On growth, CHART INDUSTRIES INC posted the faster year-over-year revenue change (-2.5% vs -17.1%). CHART INDUSTRIES INC produced more free cash flow last quarter ($66.2M vs $14.3M). Over the past eight quarters, CHART INDUSTRIES INC's revenue compounded faster (6.6% CAGR vs -11.5%).
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.
Universal Music Group N.V. is a multinational music corporation under Dutch law. UMG's corporate headquarters are located in Hilversum, Netherlands, and its operational headquarters are located in Santa Monica, California. As the biggest music company in the world, it is one of the "Big Three" record labels, along with Sony Music Entertainment and Warner Music Group. Tencent acquired ten percent of Universal Music Group in March 2020 for €3 billion and acquired an additional ten percent stake...
GTLS vs ULH — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $1.1B | $385.4M |
| Net Profit | $53.6M | $3.7M |
| Gross Margin | 33.3% | — |
| Operating Margin | 11.6% | 4.5% |
| Net Margin | 5.0% | 1.0% |
| Revenue YoY | -2.5% | -17.1% |
| Net Profit YoY | -32.7% | -81.5% |
| EPS (diluted) | $1.06 | $0.14 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $1.1B | $385.4M | ||
| Q3 25 | $1.1B | $396.8M | ||
| Q2 25 | $1.1B | $393.8M | ||
| Q1 25 | $1.0B | $382.4M | ||
| Q4 24 | $1.1B | $465.1M | ||
| Q3 24 | $1.1B | $426.8M | ||
| Q2 24 | $1.0B | $462.2M | ||
| Q1 24 | $950.7M | $491.9M |
| Q4 25 | $53.6M | $3.7M | ||
| Q3 25 | $-138.5M | $-117.9M | ||
| Q2 25 | $76.1M | $8.3M | ||
| Q1 25 | $49.5M | $6.0M | ||
| Q4 24 | $79.6M | $20.2M | ||
| Q3 24 | $69.0M | $26.5M | ||
| Q2 24 | $58.6M | $30.7M | ||
| Q1 24 | $11.3M | $52.5M |
| Q4 25 | 33.3% | — | ||
| Q3 25 | 34.1% | — | ||
| Q2 25 | 33.6% | — | ||
| Q1 25 | 33.9% | — | ||
| Q4 24 | 33.6% | — | ||
| Q3 24 | 34.1% | — | ||
| Q2 24 | 33.8% | — | ||
| Q1 24 | 31.8% | — |
| Q4 25 | 11.6% | 4.5% | ||
| Q3 25 | -8.0% | -29.6% | ||
| Q2 25 | 15.7% | 5.1% | ||
| Q1 25 | 15.2% | 4.1% | ||
| Q4 24 | 17.0% | 8.2% | ||
| Q3 24 | 16.8% | 10.0% | ||
| Q2 24 | 16.1% | 10.2% | ||
| Q1 24 | 11.9% | 15.3% |
| Q4 25 | 5.0% | 1.0% | ||
| Q3 25 | -12.6% | -29.7% | ||
| Q2 25 | 7.0% | 2.1% | ||
| Q1 25 | 4.9% | 1.6% | ||
| Q4 24 | 7.2% | 4.3% | ||
| Q3 24 | 6.5% | 6.2% | ||
| Q2 24 | 5.6% | 6.7% | ||
| Q1 24 | 1.2% | 10.7% |
| Q4 25 | $1.06 | $0.14 | ||
| Q3 25 | $-3.23 | $-4.48 | ||
| Q2 25 | $1.53 | $0.32 | ||
| Q1 25 | $0.94 | $0.23 | ||
| Q4 24 | $1.57 | $0.76 | ||
| Q3 24 | $1.33 | $1.01 | ||
| Q2 24 | $1.10 | $1.17 | ||
| Q1 24 | $0.10 | $1.99 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $366.0M | $26.8M |
| Total DebtLower is stronger | $3.7B | $797.6M |
| Stockholders' EquityBook value | $3.2B | $540.4M |
| Total Assets | $9.8B | $1.8B |
| Debt / EquityLower = less leverage | 1.13× | 1.48× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $366.0M | $26.8M | ||
| Q3 25 | $399.2M | $27.4M | ||
| Q2 25 | $342.3M | $24.3M | ||
| Q1 25 | $296.2M | $20.6M | ||
| Q4 24 | $308.6M | $19.4M | ||
| Q3 24 | $310.2M | $11.8M | ||
| Q2 24 | $247.4M | $7.5M | ||
| Q1 24 | $191.9M | $11.1M |
| Q4 25 | $3.7B | $797.6M | ||
| Q3 25 | — | $824.2M | ||
| Q2 25 | — | $795.5M | ||
| Q1 25 | — | $736.7M | ||
| Q4 24 | $3.8B | $759.1M | ||
| Q3 24 | — | $557.4M | ||
| Q2 24 | — | $483.8M | ||
| Q1 24 | — | $414.1M |
| Q4 25 | $3.2B | $540.4M | ||
| Q3 25 | $3.2B | $534.9M | ||
| Q2 25 | $3.4B | $653.7M | ||
| Q1 25 | $3.0B | $646.4M | ||
| Q4 24 | $2.8B | $647.0M | ||
| Q3 24 | $3.0B | $631.0M | ||
| Q2 24 | $2.7B | $608.9M | ||
| Q1 24 | $2.7B | $583.9M |
| Q4 25 | $9.8B | $1.8B | ||
| Q3 25 | $9.8B | $1.8B | ||
| Q2 25 | $9.7B | $1.9B | ||
| Q1 25 | $9.3B | $1.8B | ||
| Q4 24 | $9.1B | $1.8B | ||
| Q3 24 | $9.5B | $1.6B | ||
| Q2 24 | $9.3B | $1.5B | ||
| Q1 24 | $9.2B | $1.4B |
| Q4 25 | 1.13× | 1.48× | ||
| Q3 25 | — | 1.54× | ||
| Q2 25 | — | 1.22× | ||
| Q1 25 | — | 1.14× | ||
| Q4 24 | 1.33× | 1.17× | ||
| Q3 24 | — | 0.88× | ||
| Q2 24 | — | 0.79× | ||
| Q1 24 | — | 0.71× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $88.8M | $47.1M |
| Free Cash FlowOCF − Capex | $66.2M | $14.3M |
| FCF MarginFCF / Revenue | 6.1% | 3.7% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 2.1% | 8.5% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.66× | 12.62× |
| TTM Free Cash FlowTrailing 4 quarters | $202.8M | $-41.1M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $88.8M | $47.1M | ||
| Q3 25 | $118.0M | $25.9M | ||
| Q2 25 | $145.9M | $25.7M | ||
| Q1 25 | $-60.0M | $84.3M | ||
| Q4 24 | $281.4M | $59.7M | ||
| Q3 24 | $200.6M | $6.2M | ||
| Q2 24 | $116.1M | $9.6M | ||
| Q1 24 | $-95.1M | $36.9M |
| Q4 25 | $66.2M | $14.3M | ||
| Q3 25 | $94.7M | $-28.6M | ||
| Q2 25 | $122.0M | $-58.5M | ||
| Q1 25 | $-80.1M | $31.7M | ||
| Q4 24 | $260.9M | $18.9M | ||
| Q3 24 | $174.5M | $-58.9M | ||
| Q2 24 | $88.0M | $-67.6M | ||
| Q1 24 | $-141.2M | $-31.7M |
| Q4 25 | 6.1% | 3.7% | ||
| Q3 25 | 8.6% | -7.2% | ||
| Q2 25 | 11.3% | -14.9% | ||
| Q1 25 | -8.0% | 8.3% | ||
| Q4 24 | 23.6% | 4.1% | ||
| Q3 24 | 16.4% | -13.8% | ||
| Q2 24 | 8.5% | -14.6% | ||
| Q1 24 | -14.9% | -6.4% |
| Q4 25 | 2.1% | 8.5% | ||
| Q3 25 | 2.1% | 13.7% | ||
| Q2 25 | 2.2% | 21.4% | ||
| Q1 25 | 2.0% | 13.7% | ||
| Q4 24 | 1.9% | 8.8% | ||
| Q3 24 | 2.5% | 15.3% | ||
| Q2 24 | 2.7% | 16.7% | ||
| Q1 24 | 4.8% | 13.9% |
| Q4 25 | 1.66× | 12.62× | ||
| Q3 25 | — | — | ||
| Q2 25 | 1.92× | 3.09× | ||
| Q1 25 | -1.21× | 14.02× | ||
| Q4 24 | 3.54× | 2.96× | ||
| Q3 24 | 2.91× | 0.23× | ||
| Q2 24 | 1.98× | 0.31× | ||
| Q1 24 | -8.42× | 0.70× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
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% |
ULH
| Value Added Services | $183.7M | 48% |
| Dedicated Services | $84.9M | 22% |
| Intermodal | $52.7M | 14% |
| Truckload Services | $48.8M | 13% |
| Brokerage Services | $16.1M | 4% |
