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Side-by-side financial comparison of Karat Packaging Inc. (KRT) and Phoenix Education Partners, Inc. (PXED). Click either name above to swap in a different company.
Phoenix Education Partners, Inc. is the larger business by last-quarter revenue ($222.5M vs $115.6M, roughly 1.9× Karat Packaging Inc.). Karat Packaging Inc. runs the higher net margin — 5.9% vs 4.8%, a 1.0% gap on every dollar of revenue. Phoenix Education Partners, Inc. produced more free cash flow last quarter ($43.5M vs $15.1M).
Karat Packaging Inc. is a specialty manufacturer and distributor of disposable foodservice packaging products. Its offerings include paper and plastic cups, food containers, cutlery, lids, and custom branded solutions, serving restaurant chains, cafes, catering operators, and retail foodservice clients primarily across North America.
The University of Phoenix (UoPX) is a private for-profit university headquartered in Phoenix, Arizona. Founded in 1976, the university confers certificates and degrees at the certificate, associate, bachelor's, master's, and doctoral degree levels. It is institutionally accredited by the Higher Learning Commission and has an open enrollment admissions policy for many undergraduate programs. The school is owned by Phoenix Education Partners.
KRT vs PXED — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2026
| Metric | | |
|---|---|---|
| Revenue | $115.6M | $222.5M |
| Net Profit | $6.8M | $10.8M |
| Gross Margin | 34.0% | — |
| Operating Margin | 7.3% | 6.3% |
| Net Margin | 5.9% | 4.8% |
| Revenue YoY | 13.7% | — |
| Net Profit YoY | 21.3% | — |
| EPS (diluted) | $0.34 | $0.28 |
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.
| Q1 26 | — | $222.5M | ||
| Q4 25 | $115.6M | $262.0M | ||
| Q3 25 | $124.5M | — | ||
| Q2 25 | $124.0M | — | ||
| Q1 25 | $103.6M | — | ||
| Q4 24 | $101.6M | — | ||
| Q3 24 | $112.8M | — | ||
| Q2 24 | $112.6M | — |
| Q1 26 | — | $10.8M | ||
| Q4 25 | $6.8M | $15.5M | ||
| Q3 25 | $7.3M | — | ||
| Q2 25 | $10.9M | — | ||
| Q1 25 | $6.4M | — | ||
| Q4 24 | $5.6M | — | ||
| Q3 24 | $9.1M | — | ||
| Q2 24 | $9.1M | — |
| Q1 26 | — | — | ||
| Q4 25 | 34.0% | — | ||
| Q3 25 | 34.5% | — | ||
| Q2 25 | 39.6% | — | ||
| Q1 25 | 39.3% | — | ||
| Q4 24 | 39.2% | — | ||
| Q3 24 | 38.6% | — | ||
| Q2 24 | 38.5% | — |
| Q1 26 | — | 6.3% | ||
| Q4 25 | 7.3% | 9.8% | ||
| Q3 25 | 6.9% | — | ||
| Q2 25 | 13.3% | — | ||
| Q1 25 | 7.5% | — | ||
| Q4 24 | 7.2% | — | ||
| Q3 24 | 10.0% | — | ||
| Q2 24 | 9.9% | — |
| Q1 26 | — | 4.8% | ||
| Q4 25 | 5.9% | 5.9% | ||
| Q3 25 | 5.9% | — | ||
| Q2 25 | 8.8% | — | ||
| Q1 25 | 6.2% | — | ||
| Q4 24 | 5.5% | — | ||
| Q3 24 | 8.1% | — | ||
| Q2 24 | 8.1% | — |
| Q1 26 | — | $0.28 | ||
| Q4 25 | $0.34 | $0.40 | ||
| Q3 25 | $0.36 | — | ||
| Q2 25 | $0.54 | — | ||
| Q1 25 | $0.32 | — | ||
| Q4 24 | $0.28 | — | ||
| Q3 24 | $0.45 | — | ||
| Q2 24 | $0.45 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $37.9M | $201.4M |
| Total DebtLower is stronger | — | $58.8M |
| Stockholders' EquityBook value | $149.4M | $291.1M |
| Total Assets | $287.7M | $546.4M |
| Debt / EquityLower = less leverage | — | 0.20× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $201.4M | ||
| Q4 25 | $37.9M | $163.5M | ||
| Q3 25 | $44.0M | — | ||
| Q2 25 | $57.0M | — | ||
| Q1 25 | $56.3M | — | ||
| Q4 24 | $59.9M | — | ||
| Q3 24 | $60.4M | — | ||
| Q2 24 | $52.1M | — |
| Q1 26 | — | $58.8M | ||
| Q4 25 | — | $61.6M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $291.1M | ||
| Q4 25 | $149.4M | $280.4M | ||
| Q3 25 | $154.5M | — | ||
| Q2 25 | $155.8M | — | ||
| Q1 25 | $153.3M | — | ||
| Q4 24 | $155.6M | — | ||
| Q3 24 | $157.3M | — | ||
| Q2 24 | $157.7M | — |
| Q1 26 | — | $546.4M | ||
| Q4 25 | $287.7M | $549.6M | ||
| Q3 25 | $302.8M | — | ||
| Q2 25 | $321.0M | — | ||
| Q1 25 | $312.2M | — | ||
| Q4 24 | $294.5M | — | ||
| Q3 24 | $306.8M | — | ||
| Q2 24 | $310.7M | — |
| Q1 26 | — | 0.20× | ||
| Q4 25 | — | 0.22× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 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 | $15.4M | $48.9M |
| Free Cash FlowOCF − Capex | $15.1M | $43.5M |
| FCF MarginFCF / Revenue | 13.1% | 19.6% |
| Capex IntensityCapex / Revenue | 0.2% | 2.4% |
| Cash ConversionOCF / Net Profit | 2.26× | 4.53× |
| TTM Free Cash FlowTrailing 4 quarters | $33.1M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $48.9M | ||
| Q4 25 | $15.4M | $31.1M | ||
| Q3 25 | $982.0K | — | ||
| Q2 25 | $9.8M | — | ||
| Q1 25 | $7.7M | — | ||
| Q4 24 | $8.3M | — | ||
| Q3 24 | $19.5M | — | ||
| Q2 24 | $13.7M | — |
| Q1 26 | — | $43.5M | ||
| Q4 25 | $15.1M | $26.4M | ||
| Q3 25 | $736.0K | — | ||
| Q2 25 | $9.6M | — | ||
| Q1 25 | $7.6M | — | ||
| Q4 24 | $8.0M | — | ||
| Q3 24 | $19.2M | — | ||
| Q2 24 | $13.4M | — |
| Q1 26 | — | 19.6% | ||
| Q4 25 | 13.1% | 10.1% | ||
| Q3 25 | 0.6% | — | ||
| Q2 25 | 7.7% | — | ||
| Q1 25 | 7.4% | — | ||
| Q4 24 | 7.9% | — | ||
| Q3 24 | 17.0% | — | ||
| Q2 24 | 11.9% | — |
| Q1 26 | — | 2.4% | ||
| Q4 25 | 0.2% | 1.8% | ||
| Q3 25 | 0.2% | — | ||
| Q2 25 | 0.1% | — | ||
| Q1 25 | 0.1% | — | ||
| Q4 24 | 0.2% | — | ||
| Q3 24 | 0.3% | — | ||
| Q2 24 | 0.2% | — |
| Q1 26 | — | 4.53× | ||
| Q4 25 | 2.26× | 2.01× | ||
| Q3 25 | 0.13× | — | ||
| Q2 25 | 0.89× | — | ||
| Q1 25 | 1.21× | — | ||
| Q4 24 | 1.47× | — | ||
| Q3 24 | 2.14× | — | ||
| Q2 24 | 1.50× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
