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Side-by-side financial comparison of Johnson Controls (JCI) and Masco (MAS), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Johnson Controls is the larger business by last-quarter revenue ($5.8B vs $1.8B, roughly 3.2× Masco). Masco runs the higher net margin — 9.0% vs 9.2%, a 0.2% gap on every dollar of revenue. On growth, Johnson Controls posted the faster year-over-year revenue change (6.8% vs -1.9%). Johnson Controls produced more free cash flow last quarter ($531.0M vs $371.0M). Over the past eight quarters, Masco's revenue compounded faster (-3.5% CAGR vs -7.0%).
Johnson Controls International plc is an Irish multinational conglomerate headquartered in Cork, Ireland, that produces fire, HVAC, and security equipment for buildings. As of mid-2019, it employed 105,000 people in around 2,000 locations across six continents. In 2017 it was listed as 389th in the Fortune Global 500. It became ineligible for the Fortune 500 in subsequent years since it relocated its headquarters outside the U.S.
Masco Corporation is an American manufacturer of products for the home improvement and new home construction markets. Comprising more than 20 companies, the Masco conglomerate operates nearly 60 manufacturing facilities in the United States and over 20 in other parts of the world. Since 1969 it trades on the NYSE. Under the leadership of Richard Manoogian, the company grew exponentially and subsequently joined the Fortune 500 list of largest U.S. corporations.
JCI vs MAS — Head-to-Head
Income Statement — Q1 2026 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $5.8B | $1.8B |
| Net Profit | $524.0M | $165.0M |
| Gross Margin | 35.8% | 33.9% |
| Operating Margin | — | 13.8% |
| Net Margin | 9.0% | 9.2% |
| Revenue YoY | 6.8% | -1.9% |
| Net Profit YoY | 25.1% | -9.3% |
| EPS (diluted) | $0.85 | $0.81 |
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 | $5.8B | $1.8B | ||
| Q3 25 | $6.4B | $1.9B | ||
| Q2 25 | $6.1B | $2.1B | ||
| Q1 25 | $5.7B | $1.8B | ||
| Q4 24 | $5.4B | $1.8B | ||
| Q3 24 | $2.9B | $2.0B | ||
| Q2 24 | $7.2B | $2.1B | ||
| Q1 24 | $6.7B | $1.9B |
| Q4 25 | $524.0M | $165.0M | ||
| Q3 25 | $1.7B | $189.0M | ||
| Q2 25 | $701.0M | $270.0M | ||
| Q1 25 | $478.0M | $186.0M | ||
| Q4 24 | $419.0M | $182.0M | ||
| Q3 24 | $633.0M | $167.0M | ||
| Q2 24 | $975.0M | $258.0M | ||
| Q1 24 | $-277.0M | $215.0M |
| Q4 25 | 35.8% | 33.9% | ||
| Q3 25 | 36.5% | 34.2% | ||
| Q2 25 | 37.1% | 37.6% | ||
| Q1 25 | 36.5% | 35.8% | ||
| Q4 24 | 35.5% | 34.8% | ||
| Q3 24 | 48.4% | 36.6% | ||
| Q2 24 | 34.4% | 37.5% | ||
| Q1 24 | 32.6% | 35.6% |
| Q4 25 | — | 13.8% | ||
| Q3 25 | 5.5% | 15.8% | ||
| Q2 25 | 11.6% | 20.1% | ||
| Q1 25 | 8.8% | 15.9% | ||
| Q4 24 | 7.5% | 15.9% | ||
| Q3 24 | 6.9% | 18.0% | ||
| Q2 24 | 17.7% | 19.0% | ||
| Q1 24 | -5.4% | 16.5% |
| Q4 25 | 9.0% | 9.2% | ||
| Q3 25 | 26.3% | 9.9% | ||
| Q2 25 | 11.6% | 13.2% | ||
| Q1 25 | 8.4% | 10.3% | ||
| Q4 24 | 7.7% | 10.0% | ||
| Q3 24 | 21.6% | 8.4% | ||
| Q2 24 | 13.5% | 12.3% | ||
| Q1 24 | -4.1% | 11.2% |
| Q4 25 | $0.85 | $0.81 | ||
| Q3 25 | $2.61 | $0.90 | ||
| Q2 25 | $1.07 | $1.28 | ||
| Q1 25 | $0.72 | $0.87 | ||
| Q4 24 | $0.63 | $0.85 | ||
| Q3 24 | $0.93 | $0.77 | ||
| Q2 24 | $1.45 | $1.17 | ||
| Q1 24 | $-0.41 | $0.97 |
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 | $552.0M | $647.0M |
| Total DebtLower is stronger | $8.7B | $2.9B |
| Stockholders' EquityBook value | $13.2B | $-185.0M |
| Total Assets | $38.0B | $5.2B |
| Debt / EquityLower = less leverage | 0.66× | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $552.0M | $647.0M | ||
| Q3 25 | $379.0M | $559.0M | ||
| Q2 25 | $731.0M | $390.0M | ||
| Q1 25 | $795.0M | $377.0M | ||
| Q4 24 | $1.2B | $634.0M | ||
| Q3 24 | $606.0M | $646.0M | ||
| Q2 24 | $862.0M | $398.0M | ||
| Q1 24 | $843.0M | $368.0M |
| Q4 25 | $8.7B | $2.9B | ||
| Q3 25 | $8.6B | — | ||
| Q2 25 | $8.4B | — | ||
| Q1 25 | $8.2B | — | ||
| Q4 24 | $8.6B | $2.9B | ||
| Q3 24 | $8.0B | — | ||
| Q2 24 | $7.9B | — | ||
| Q1 24 | $7.3B | — |
| Q4 25 | $13.2B | $-185.0M | ||
| Q3 25 | $12.9B | $-78.0M | ||
| Q2 25 | $15.8B | $-84.0M | ||
| Q1 25 | $15.8B | $-254.0M | ||
| Q4 24 | $15.9B | $-279.0M | ||
| Q3 24 | $16.1B | $-88.0M | ||
| Q2 24 | $16.0B | $-26.0M | ||
| Q1 24 | $15.7B | $-75.0M |
| Q4 25 | $38.0B | $5.2B | ||
| Q3 25 | $37.9B | $5.3B | ||
| Q2 25 | $43.4B | $5.3B | ||
| Q1 25 | $42.4B | $5.1B | ||
| Q4 24 | $42.1B | $5.0B | ||
| Q3 24 | $42.7B | $5.3B | ||
| Q2 24 | $43.3B | $5.4B | ||
| Q1 24 | $43.5B | $5.3B |
| Q4 25 | 0.66× | — | ||
| Q3 25 | 0.66× | — | ||
| Q2 25 | 0.53× | — | ||
| Q1 25 | 0.52× | — | ||
| Q4 24 | 0.54× | — | ||
| Q3 24 | 0.50× | — | ||
| Q2 24 | 0.49× | — | ||
| Q1 24 | 0.47× | — |
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 | $611.0M | $418.0M |
| Free Cash FlowOCF − Capex | $531.0M | $371.0M |
| FCF MarginFCF / Revenue | 9.2% | 20.7% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 1.4% | 2.6% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.17× | 2.53× |
| TTM Free Cash FlowTrailing 4 quarters | $2.5B | $866.0M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $611.0M | $418.0M | ||
| Q3 25 | $968.0M | $456.0M | ||
| Q2 25 | $787.0M | $306.0M | ||
| Q1 25 | $550.0M | $-158.0M | ||
| Q4 24 | $249.0M | $407.0M | ||
| Q3 24 | $1.4B | $416.0M | ||
| Q2 24 | $1.0B | $346.0M | ||
| Q1 24 | $-203.0M | $-94.0M |
| Q4 25 | $531.0M | $371.0M | ||
| Q3 25 | $838.0M | $415.0M | ||
| Q2 25 | $693.0M | $270.0M | ||
| Q1 25 | $456.0M | $-190.0M | ||
| Q4 24 | $133.0M | $351.0M | ||
| Q3 24 | $1.2B | $378.0M | ||
| Q2 24 | $922.0M | $303.0M | ||
| Q1 24 | $-336.0M | $-125.0M |
| Q4 25 | 9.2% | 20.7% | ||
| Q3 25 | 13.0% | 21.6% | ||
| Q2 25 | 11.5% | 13.2% | ||
| Q1 25 | 8.0% | -10.5% | ||
| Q4 24 | 2.5% | 19.2% | ||
| Q3 24 | 40.4% | 19.1% | ||
| Q2 24 | 12.8% | 14.5% | ||
| Q1 24 | -5.0% | -6.5% |
| Q4 25 | 1.4% | 2.6% | ||
| Q3 25 | 2.0% | 2.1% | ||
| Q2 25 | 1.6% | 1.8% | ||
| Q1 25 | 1.7% | 1.8% | ||
| Q4 24 | 2.1% | 3.1% | ||
| Q3 24 | 5.8% | 1.9% | ||
| Q2 24 | 1.4% | 2.1% | ||
| Q1 24 | 2.0% | 1.6% |
| Q4 25 | 1.17× | 2.53× | ||
| Q3 25 | 0.57× | 2.41× | ||
| Q2 25 | 1.12× | 1.13× | ||
| Q1 25 | 1.15× | -0.85× | ||
| Q4 24 | 0.59× | 2.24× | ||
| Q3 24 | 2.14× | 2.49× | ||
| Q2 24 | 1.05× | 1.34× | ||
| Q1 24 | — | -0.44× |
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
JCI
| Productsand Systems | $3.9B | 67% |
| Services | $1.9B | 33% |
MAS
| Plumbing Products | $844.0M | 47% |
| Decorative Architectural Products | $545.0M | 30% |
| Other | $404.0M | 23% |
