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Side-by-side financial comparison of LifeStance Health Group, Inc. (LFST) and PJT Partners Inc. (PJT). Click either name above to swap in a different company.
PJT Partners Inc. is the larger business by last-quarter revenue ($531.4M vs $382.2M, roughly 1.4× LifeStance Health Group, Inc.). PJT Partners Inc. runs the higher net margin — 10.0% vs 3.1%, a 7.0% gap on every dollar of revenue. On growth, LifeStance Health Group, Inc. posted the faster year-over-year revenue change (17.4% vs 12.9%). PJT Partners Inc. produced more free cash flow last quarter ($138.6M vs $46.6M). Over the past eight quarters, PJT Partners Inc.'s revenue compounded faster (27.5% CAGR vs 12.8%).
Lifestance Health (Lifestance) is an American outpatient behavioral health services provider. They provide their services in person and via tele-health. Their services include therapy, psychiatry, TMS, and ketamine therapies. They have landed in lawsuits multiple times over labor violations, leaking of customer information, and misleading investors.
PJT Partners, Inc. is a global advisory-focused investment bank, founded in October 2015 as part of The Blackstone Group's spin-off of its financial and strategic advisory services businesses.
LFST vs PJT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $382.2M | $531.4M |
| Net Profit | $11.7M | $53.4M |
| Gross Margin | — | — |
| Operating Margin | 4.7% | 23.1% |
| Net Margin | 3.1% | 10.0% |
| Revenue YoY | 17.4% | 12.9% |
| Net Profit YoY | 264.1% | 4.0% |
| EPS (diluted) | — | — |
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 | $382.2M | $531.4M | ||
| Q3 25 | $363.8M | $442.3M | ||
| Q2 25 | $345.3M | $401.1M | ||
| Q1 25 | $333.0M | $321.9M | ||
| Q4 24 | $325.5M | $470.5M | ||
| Q3 24 | $312.7M | $320.3M | ||
| Q2 24 | $312.3M | $358.1M | ||
| Q1 24 | $300.4M | $327.1M |
| Q4 25 | $11.7M | $53.4M | ||
| Q3 25 | $1.1M | $39.8M | ||
| Q2 25 | $-3.8M | $32.9M | ||
| Q1 25 | $709.0K | $54.0M | ||
| Q4 24 | $-7.1M | $51.3M | ||
| Q3 24 | $-6.0M | $22.1M | ||
| Q2 24 | $-23.3M | $28.3M | ||
| Q1 24 | $-21.1M | $32.6M |
| Q4 25 | 4.7% | 23.1% | ||
| Q3 25 | 2.0% | 20.6% | ||
| Q2 25 | -0.9% | 19.1% | ||
| Q1 25 | 0.5% | 16.3% | ||
| Q4 24 | 0.3% | 21.9% | ||
| Q3 24 | 0.0% | 15.4% | ||
| Q2 24 | -5.1% | 18.0% | ||
| Q1 24 | -5.6% | 16.5% |
| Q4 25 | 3.1% | 10.0% | ||
| Q3 25 | 0.3% | 9.0% | ||
| Q2 25 | -1.1% | 8.2% | ||
| Q1 25 | 0.2% | 16.8% | ||
| Q4 24 | -2.2% | 10.9% | ||
| Q3 24 | -1.9% | 6.9% | ||
| Q2 24 | -7.5% | 7.9% | ||
| Q1 24 | -7.0% | 10.0% |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $248.6M | $538.9M |
| Total DebtLower is stronger | $282.8M | — |
| Stockholders' EquityBook value | $1.5B | $308.2M |
| Total Assets | $2.2B | $1.8B |
| Debt / EquityLower = less leverage | 0.19× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $248.6M | $538.9M | ||
| Q3 25 | $203.9M | $400.5M | ||
| Q2 25 | $188.9M | $214.6M | ||
| Q1 25 | $134.3M | $194.3M | ||
| Q4 24 | $154.6M | $483.9M | ||
| Q3 24 | $102.6M | $148.8M | ||
| Q2 24 | $87.0M | $164.2M | ||
| Q1 24 | $49.5M | $215.5M |
| Q4 25 | $282.8M | — | ||
| Q3 25 | $284.6M | — | ||
| Q2 25 | $286.4M | — | ||
| Q1 25 | $288.2M | — | ||
| Q4 24 | $290.0M | — | ||
| Q3 24 | $287.3M | — | ||
| Q2 24 | $288.0M | — | ||
| Q1 24 | $288.8M | — |
| Q4 25 | $1.5B | $308.2M | ||
| Q3 25 | $1.5B | $228.6M | ||
| Q2 25 | $1.5B | $167.4M | ||
| Q1 25 | $1.5B | $148.8M | ||
| Q4 24 | $1.4B | $187.0M | ||
| Q3 24 | $1.4B | $159.1M | ||
| Q2 24 | $1.4B | $133.8M | ||
| Q1 24 | $1.4B | $174.6M |
| Q4 25 | $2.2B | $1.8B | ||
| Q3 25 | $2.1B | $1.7B | ||
| Q2 25 | $2.1B | $1.5B | ||
| Q1 25 | $2.1B | $1.4B | ||
| Q4 24 | $2.1B | $1.6B | ||
| Q3 24 | $2.1B | $1.6B | ||
| Q2 24 | $2.1B | $1.4B | ||
| Q1 24 | $2.1B | $1.3B |
| Q4 25 | 0.19× | — | ||
| Q3 25 | 0.19× | — | ||
| Q2 25 | 0.19× | — | ||
| Q1 25 | 0.20× | — | ||
| Q4 24 | 0.20× | — | ||
| Q3 24 | 0.20× | — | ||
| Q2 24 | 0.20× | — | ||
| Q1 24 | 0.20× | — |
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 | $57.6M | $155.7M |
| Free Cash FlowOCF − Capex | $46.6M | $138.6M |
| FCF MarginFCF / Revenue | 12.2% | 26.1% |
| Capex IntensityCapex / Revenue | 2.9% | 3.2% |
| Cash ConversionOCF / Net Profit | 4.93× | 2.92× |
| TTM Free Cash FlowTrailing 4 quarters | $110.0M | $480.4M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $57.6M | $155.7M | ||
| Q3 25 | $27.3M | $256.1M | ||
| Q2 25 | $64.4M | $190.4M | ||
| Q1 25 | $-3.1M | $-75.9M | ||
| Q4 24 | $62.3M | $195.7M | ||
| Q3 24 | $22.7M | $180.5M | ||
| Q2 24 | $44.1M | $193.6M | ||
| Q1 24 | $-21.8M | $-38.8M |
| Q4 25 | $46.6M | $138.6M | ||
| Q3 25 | $17.0M | $240.9M | ||
| Q2 25 | $56.6M | $178.9M | ||
| Q1 25 | $-10.3M | $-77.9M | ||
| Q4 24 | $56.0M | $195.3M | ||
| Q3 24 | $17.7M | $178.5M | ||
| Q2 24 | $39.0M | $193.0M | ||
| Q1 24 | $-26.9M | $-39.2M |
| Q4 25 | 12.2% | 26.1% | ||
| Q3 25 | 4.7% | 54.5% | ||
| Q2 25 | 16.4% | 44.6% | ||
| Q1 25 | -3.1% | -24.2% | ||
| Q4 24 | 17.2% | 41.5% | ||
| Q3 24 | 5.7% | 55.7% | ||
| Q2 24 | 12.5% | 53.9% | ||
| Q1 24 | -9.0% | -12.0% |
| Q4 25 | 2.9% | 3.2% | ||
| Q3 25 | 2.8% | 3.4% | ||
| Q2 25 | 2.2% | 2.9% | ||
| Q1 25 | 2.2% | 0.6% | ||
| Q4 24 | 1.9% | 0.1% | ||
| Q3 24 | 1.6% | 0.6% | ||
| Q2 24 | 1.6% | 0.1% | ||
| Q1 24 | 1.7% | 0.1% |
| Q4 25 | 4.93× | 2.92× | ||
| Q3 25 | 25.34× | 6.43× | ||
| Q2 25 | — | 5.79× | ||
| Q1 25 | -4.36× | -1.41× | ||
| Q4 24 | — | 3.81× | ||
| Q3 24 | — | 8.15× | ||
| Q2 24 | — | 6.84× | ||
| Q1 24 | — | -1.19× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
