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Side-by-side financial comparison of HELEN OF TROY LTD (HELE) and Natural Grocers by Vitamin Cottage, Inc. (NGVC). Click either name above to swap in a different company.
HELEN OF TROY LTD is the larger business by last-quarter revenue ($512.8M vs $335.6M, roughly 1.5× Natural Grocers by Vitamin Cottage, Inc.). Natural Grocers by Vitamin Cottage, Inc. runs the higher net margin — 3.4% vs -16.4%, a 19.8% gap on every dollar of revenue. On growth, Natural Grocers by Vitamin Cottage, Inc. posted the faster year-over-year revenue change (1.6% vs -3.4%). Natural Grocers by Vitamin Cottage, Inc. produced more free cash flow last quarter ($11.6M vs $5.8M). Over the past eight quarters, Natural Grocers by Vitamin Cottage, Inc.'s revenue compounded faster (4.4% CAGR vs 2.4%).
Helen of Troy Limited is an American publicly traded designer, developer and worldwide marketer of consumer brand-name housewares, health and home, and beauty products under owned and licensed brands. It is the parent corporation of OXO International Ltd., Kaz, Inc., Steel Technology, LLC, and Idelle Labs, Ltd, among others. The company is headquartered in Hamilton, Bermuda, with U.S. operations headquartered in El Paso, Texas. The company is named after the mythic figure Helen of Troy.
Natural Grocers by Vitamin Cottage, Inc. is a U.S.-based specialty retail chain that offers certified organic groceries, dietary supplements, natural personal care items, and eco-friendly household products. It serves health-conscious consumers across multiple U.S. states, following strict quality standards that exclude artificial preservatives, colors, flavors and harmful additives.
HELE vs NGVC — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $512.8M | $335.6M |
| Net Profit | $-84.1M | $11.3M |
| Gross Margin | 46.9% | 29.5% |
| Operating Margin | -1.6% | 4.4% |
| Net Margin | -16.4% | 3.4% |
| Revenue YoY | -3.4% | 1.6% |
| Net Profit YoY | -269.4% | 14.0% |
| EPS (diluted) | $-3.65 | $0.49 |
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 | $512.8M | $335.6M | ||
| Q3 25 | $431.8M | $336.1M | ||
| Q2 25 | $371.7M | $328.7M | ||
| Q1 25 | $485.9M | $335.8M | ||
| Q4 24 | $530.7M | $330.2M | ||
| Q3 24 | $474.2M | $322.7M | ||
| Q2 24 | $416.8M | $309.1M | ||
| Q1 24 | $489.2M | $308.1M |
| Q4 25 | $-84.1M | $11.3M | ||
| Q3 25 | $-308.6M | $11.8M | ||
| Q2 25 | $-450.7M | $11.6M | ||
| Q1 25 | $50.9M | $13.1M | ||
| Q4 24 | $49.6M | $9.9M | ||
| Q3 24 | $17.0M | $9.0M | ||
| Q2 24 | $6.2M | $9.2M | ||
| Q1 24 | $42.7M | $8.0M |
| Q4 25 | 46.9% | 29.5% | ||
| Q3 25 | 44.2% | 29.5% | ||
| Q2 25 | 47.1% | 29.9% | ||
| Q1 25 | 48.6% | 30.3% | ||
| Q4 24 | 48.9% | 29.9% | ||
| Q3 24 | 45.6% | 29.6% | ||
| Q2 24 | 48.7% | 29.2% | ||
| Q1 24 | 49.0% | 29.3% |
| Q4 25 | -1.6% | 4.4% | ||
| Q3 25 | -73.1% | 4.6% | ||
| Q2 25 | -109.5% | 4.7% | ||
| Q1 25 | 0.4% | 5.2% | ||
| Q4 24 | 14.2% | 4.0% | ||
| Q3 24 | 7.3% | 3.7% | ||
| Q2 24 | 7.4% | 4.2% | ||
| Q1 24 | 13.5% | 3.7% |
| Q4 25 | -16.4% | 3.4% | ||
| Q3 25 | -71.5% | 3.5% | ||
| Q2 25 | -121.3% | 3.5% | ||
| Q1 25 | 10.5% | 3.9% | ||
| Q4 24 | 9.3% | 3.0% | ||
| Q3 24 | 3.6% | 2.8% | ||
| Q2 24 | 1.5% | 3.0% | ||
| Q1 24 | 8.7% | 2.6% |
| Q4 25 | $-3.65 | $0.49 | ||
| Q3 25 | $-13.44 | $0.51 | ||
| Q2 25 | $-19.65 | $0.50 | ||
| Q1 25 | $2.20 | $0.56 | ||
| Q4 24 | $2.17 | $0.43 | ||
| Q3 24 | $0.74 | $0.38 | ||
| Q2 24 | $0.26 | $0.40 | ||
| Q1 24 | $1.76 | $0.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $27.1M | $23.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $852.3M | $220.0M |
| Total Assets | $2.3B | $668.6M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $27.1M | $23.2M | ||
| Q3 25 | $22.4M | $17.1M | ||
| Q2 25 | $22.7M | $13.2M | ||
| Q1 25 | $18.9M | $21.2M | ||
| Q4 24 | $40.8M | $6.3M | ||
| Q3 24 | $20.1M | $8.9M | ||
| Q2 24 | $16.1M | $13.9M | ||
| Q1 24 | $18.5M | $11.0M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $921.9M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $672.0M | — |
| Q4 25 | $852.3M | $220.0M | ||
| Q3 25 | $926.3M | $212.4M | ||
| Q2 25 | $1.2B | $202.5M | ||
| Q1 25 | $1.7B | $193.0M | ||
| Q4 24 | $1.6B | $181.9M | ||
| Q3 24 | $1.6B | $174.3M | ||
| Q2 24 | $1.5B | $167.8M | ||
| Q1 24 | $1.6B | $160.0M |
| Q4 25 | $2.3B | $668.6M | ||
| Q3 25 | $2.4B | $670.5M | ||
| Q2 25 | $2.7B | $659.0M | ||
| Q1 25 | $3.1B | $664.6M | ||
| Q4 24 | $3.0B | $648.9M | ||
| Q3 24 | $2.9B | $655.5M | ||
| Q2 24 | $2.8B | $654.4M | ||
| Q1 24 | $2.8B | $656.6M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 0.55× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | 0.41× | — |
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 | $11.9M | $21.1M |
| Free Cash FlowOCF − Capex | $5.8M | $11.6M |
| FCF MarginFCF / Revenue | 1.1% | 3.4% |
| Capex IntensityCapex / Revenue | 1.2% | 2.9% |
| Cash ConversionOCF / Net Profit | — | 1.86× |
| TTM Free Cash FlowTrailing 4 quarters | $55.9M | $42.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $11.9M | $21.1M | ||
| Q3 25 | $-10.5M | $15.6M | ||
| Q2 25 | $58.3M | $2.9M | ||
| Q1 25 | $35.0M | $34.1M | ||
| Q4 24 | $8.3M | $2.7M | ||
| Q3 24 | $44.6M | $24.5M | ||
| Q2 24 | $25.3M | $12.4M | ||
| Q1 24 | $73.6M | $20.2M |
| Q4 25 | $5.8M | $11.6M | ||
| Q3 25 | $-21.9M | $7.5M | ||
| Q2 25 | $45.0M | $-4.2M | ||
| Q1 25 | $27.1M | $27.6M | ||
| Q4 24 | $191.0K | $-6.9M | ||
| Q3 24 | $39.7M | $18.0M | ||
| Q2 24 | $16.2M | $3.6M | ||
| Q1 24 | $66.6M | $9.8M |
| Q4 25 | 1.1% | 3.4% | ||
| Q3 25 | -5.1% | 2.2% | ||
| Q2 25 | 12.1% | -1.3% | ||
| Q1 25 | 5.6% | 8.2% | ||
| Q4 24 | 0.0% | -2.1% | ||
| Q3 24 | 8.4% | 5.6% | ||
| Q2 24 | 3.9% | 1.2% | ||
| Q1 24 | 13.6% | 3.2% |
| Q4 25 | 1.2% | 2.9% | ||
| Q3 25 | 2.7% | 2.4% | ||
| Q2 25 | 3.6% | 2.2% | ||
| Q1 25 | 1.6% | 1.9% | ||
| Q4 24 | 1.5% | 2.9% | ||
| Q3 24 | 1.0% | 2.0% | ||
| Q2 24 | 2.2% | 2.9% | ||
| Q1 24 | 1.4% | 3.4% |
| Q4 25 | — | 1.86× | ||
| Q3 25 | — | 1.32× | ||
| Q2 25 | — | 0.25× | ||
| Q1 25 | 0.69× | 2.60× | ||
| Q4 24 | 0.17× | 0.27× | ||
| Q3 24 | 2.62× | 2.72× | ||
| Q2 24 | 4.08× | 1.35× | ||
| Q1 24 | 1.72× | 2.54× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
HELE
| Beauty Wellness | $283.2M | 55% |
| Home Outdoor | $229.6M | 45% |
NGVC
| Grocery | $243.8M | 73% |
| Dietary Supplements | $60.7M | 18% |
| Manufactured Product Other | $31.0M | 9% |
