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Side-by-side financial comparison of CHART INDUSTRIES INC (GTLS) and MARRIOTT VACATIONS WORLDWIDE Corp (VAC). Click either name above to swap in a different company.
MARRIOTT VACATIONS WORLDWIDE Corp is the larger business by last-quarter revenue ($1.2B vs $1.1B, roughly 1.1× CHART INDUSTRIES INC). CHART INDUSTRIES INC runs the higher net margin — 5.0% vs -35.0%, a 40.0% gap on every dollar of revenue. On growth, MARRIOTT VACATIONS WORLDWIDE Corp posted the faster year-over-year revenue change (-0.7% vs -2.5%). CHART INDUSTRIES INC produced more free cash flow last quarter ($66.2M vs $-6.0M). Over the past eight quarters, CHART INDUSTRIES INC's revenue compounded faster (6.6% CAGR vs 5.2%).
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.
Marriott Vacations Worldwide Corporation is a pure-play public timeshare company. Formerly a division of Marriott International, Marriott Vacations Worldwide was established as a separate, publicly traded entity focusing primarily on vacation ownership in November 2011. Marriott Vacations Worldwide runs more than 120 resorts with over 700,000 Owners and members in a diverse portfolio of brands under The Marriott Vacation Clubs name. Its brands include Marriott Vacation Club, The Marriott Vaca...
GTLS vs VAC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.1B | $1.2B |
| Net Profit | $53.6M | $-431.0M |
| Gross Margin | 33.3% | — |
| Operating Margin | 11.6% | — |
| Net Margin | 5.0% | -35.0% |
| Revenue YoY | -2.5% | -0.7% |
| Net Profit YoY | -32.7% | -962.0% |
| EPS (diluted) | $1.06 | $-12.00 |
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 | $1.2B | ||
| Q3 25 | $1.1B | $1.2B | ||
| Q2 25 | $1.1B | $1.2B | ||
| Q1 25 | $1.0B | $1.1B | ||
| Q4 24 | $1.1B | $1.2B | ||
| Q3 24 | $1.1B | $1.2B | ||
| Q2 24 | $1.0B | $1.1B | ||
| Q1 24 | $950.7M | $1.1B |
| Q4 25 | $53.6M | $-431.0M | ||
| Q3 25 | $-138.5M | $-2.0M | ||
| Q2 25 | $76.1M | $69.0M | ||
| Q1 25 | $49.5M | $56.0M | ||
| Q4 24 | $79.6M | $50.0M | ||
| Q3 24 | $69.0M | $84.0M | ||
| Q2 24 | $58.6M | $37.0M | ||
| Q1 24 | $11.3M | $47.0M |
| 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% | — | ||
| Q3 25 | -8.0% | — | ||
| Q2 25 | 15.7% | — | ||
| Q1 25 | 15.2% | — | ||
| Q4 24 | 17.0% | — | ||
| Q3 24 | 16.8% | — | ||
| Q2 24 | 16.1% | — | ||
| Q1 24 | 11.9% | — |
| Q4 25 | 5.0% | -35.0% | ||
| Q3 25 | -12.6% | -0.2% | ||
| Q2 25 | 7.0% | 6.0% | ||
| Q1 25 | 4.9% | 5.0% | ||
| Q4 24 | 7.2% | 4.0% | ||
| Q3 24 | 6.5% | 6.9% | ||
| Q2 24 | 5.6% | 3.5% | ||
| Q1 24 | 1.2% | 4.2% |
| Q4 25 | $1.06 | $-12.00 | ||
| Q3 25 | $-3.23 | $-0.07 | ||
| Q2 25 | $1.53 | $1.77 | ||
| Q1 25 | $0.94 | $1.46 | ||
| Q4 24 | $1.57 | $1.29 | ||
| Q3 24 | $1.33 | $2.12 | ||
| Q2 24 | $1.10 | $0.98 | ||
| Q1 24 | $0.10 | $1.22 |
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 | $406.0M |
| Total DebtLower is stronger | $3.7B | — |
| Stockholders' EquityBook value | $3.2B | $2.0B |
| Total Assets | $9.8B | $9.8B |
| Debt / EquityLower = less leverage | 1.13× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $366.0M | $406.0M | ||
| Q3 25 | $399.2M | $474.0M | ||
| Q2 25 | $342.3M | $205.0M | ||
| Q1 25 | $296.2M | $196.0M | ||
| Q4 24 | $308.6M | $197.0M | ||
| Q3 24 | $310.2M | $197.0M | ||
| Q2 24 | $247.4M | $206.0M | ||
| Q1 24 | $191.9M | $237.0M |
| Q4 25 | $3.7B | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $3.8B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $3.2B | $2.0B | ||
| Q3 25 | $3.2B | $2.5B | ||
| Q2 25 | $3.4B | $2.5B | ||
| Q1 25 | $3.0B | $2.4B | ||
| Q4 24 | $2.8B | $2.4B | ||
| Q3 24 | $3.0B | $2.4B | ||
| Q2 24 | $2.7B | $2.4B | ||
| Q1 24 | $2.7B | $2.4B |
| Q4 25 | $9.8B | $9.8B | ||
| Q3 25 | $9.8B | $10.1B | ||
| Q2 25 | $9.7B | $9.9B | ||
| Q1 25 | $9.3B | $9.9B | ||
| Q4 24 | $9.1B | $9.8B | ||
| Q3 24 | $9.5B | $9.7B | ||
| Q2 24 | $9.3B | $9.6B | ||
| Q1 24 | $9.2B | $9.9B |
| 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 | $6.0M |
| Free Cash FlowOCF − Capex | $66.2M | $-6.0M |
| FCF MarginFCF / Revenue | 6.1% | -0.5% |
| Capex IntensityCapex / Revenue | 2.1% | 1.0% |
| Cash ConversionOCF / Net Profit | 1.66× | — |
| TTM Free Cash FlowTrailing 4 quarters | $202.8M | $-29.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $88.8M | $6.0M | ||
| Q3 25 | $118.0M | $62.0M | ||
| Q2 25 | $145.9M | $-48.0M | ||
| Q1 25 | $-60.0M | $8.0M | ||
| Q4 24 | $281.4M | $100.0M | ||
| Q3 24 | $200.6M | $72.0M | ||
| Q2 24 | $116.1M | $30.0M | ||
| Q1 24 | $-95.1M | $3.0M |
| Q4 25 | $66.2M | $-6.0M | ||
| Q3 25 | $94.7M | $51.0M | ||
| Q2 25 | $122.0M | $-68.0M | ||
| Q1 25 | $-80.1M | $-6.0M | ||
| Q4 24 | $260.9M | $86.0M | ||
| Q3 24 | $174.5M | $58.0M | ||
| Q2 24 | $88.0M | $17.0M | ||
| Q1 24 | $-141.2M | $-13.0M |
| Q4 25 | 6.1% | -0.5% | ||
| Q3 25 | 8.6% | 4.3% | ||
| Q2 25 | 11.3% | -5.9% | ||
| Q1 25 | -8.0% | -0.5% | ||
| Q4 24 | 23.6% | 6.9% | ||
| Q3 24 | 16.4% | 4.8% | ||
| Q2 24 | 8.5% | 1.6% | ||
| Q1 24 | -14.9% | -1.2% |
| Q4 25 | 2.1% | 1.0% | ||
| Q3 25 | 2.1% | 0.9% | ||
| Q2 25 | 2.2% | 1.7% | ||
| Q1 25 | 2.0% | 1.3% | ||
| Q4 24 | 1.9% | 1.1% | ||
| Q3 24 | 2.5% | 1.1% | ||
| Q2 24 | 2.7% | 1.2% | ||
| Q1 24 | 4.8% | 1.4% |
| Q4 25 | 1.66× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 1.92× | -0.70× | ||
| Q1 25 | -1.21× | 0.14× | ||
| Q4 24 | 3.54× | 2.00× | ||
| Q3 24 | 2.91× | 0.86× | ||
| Q2 24 | 1.98× | 0.81× | ||
| Q1 24 | -8.42× | 0.06× |
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% |
VAC
| Cost Reimbursement | $467.0M | 38% |
| Time Share | $381.0M | 31% |
| Management And Exchange | $212.0M | 17% |
| Ancillary Revenues | $64.0M | 5% |
| Management Service | $55.0M | 4% |
| Service Other | $36.0M | 3% |
