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Side-by-side financial comparison of Lamb Weston (LW) and ROGERS COMMUNICATIONS INC (RCI). Click either name above to swap in a different company.
Lamb Weston is the larger business by last-quarter revenue ($1.6B vs $978.2M, roughly 1.6× ROGERS COMMUNICATIONS INC).
Lamb Weston Holdings, Inc. is an American food processing company that is one of the world's largest producers and processors of frozen french fries, waffle fries, and other frozen potato products. It is headquartered in Eagle, Idaho, a suburb of Boise.
Rogers Communications Inc. is a Canadian communications and media company operating primarily in the fields of wireless communications, cable television, telephony and Internet, with significant additional telecommunications, mass media, and professional sports assets. Rogers has its headquarters in Toronto, Ontario.
LW vs RCI — Head-to-Head
Income Statement — Q2 FY2027 vs Q1 FY2023
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $978.2M |
| Net Profit | $54.0M | — |
| Gross Margin | 21.2% | — |
| Operating Margin | 8.1% | — |
| Net Margin | 3.5% | — |
| Revenue YoY | -67.7% | — |
| Net Profit YoY | -70.1% | — |
| EPS (diluted) | $0.39 | $0.15 |
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.
| Q3 26 | $1.6B | — | ||
| Q1 26 | $1.6B | — | ||
| Q4 25 | $1.6B | — | ||
| Q3 25 | $1.7B | — | ||
| Q2 25 | $1.7B | — | ||
| Q1 25 | $1.5B | — | ||
| Q4 24 | $1.6B | — | ||
| Q3 24 | $1.7B | — |
| Q3 26 | $54.0M | — | ||
| Q1 26 | $54.0M | — | ||
| Q4 25 | $62.1M | — | ||
| Q3 25 | $64.3M | — | ||
| Q2 25 | $119.9M | — | ||
| Q1 25 | $146.0M | — | ||
| Q4 24 | $-36.1M | — | ||
| Q3 24 | $127.4M | — |
| Q3 26 | 21.2% | — | ||
| Q1 26 | 21.2% | — | ||
| Q4 25 | 20.0% | — | ||
| Q3 25 | 20.6% | — | ||
| Q2 25 | 20.4% | — | ||
| Q1 25 | 27.8% | — | ||
| Q4 24 | 17.4% | — | ||
| Q3 24 | 21.5% | — |
| Q3 26 | 8.1% | — | ||
| Q1 26 | 8.1% | — | ||
| Q4 25 | 8.6% | — | ||
| Q3 25 | 9.4% | — | ||
| Q2 25 | 11.1% | — | ||
| Q1 25 | 16.4% | — | ||
| Q4 24 | 1.2% | — | ||
| Q3 24 | 12.8% | — |
| Q3 26 | 3.5% | — | ||
| Q1 26 | 3.5% | — | ||
| Q4 25 | 3.8% | — | ||
| Q3 25 | 3.9% | — | ||
| Q2 25 | 7.2% | — | ||
| Q1 25 | 9.6% | — | ||
| Q4 24 | -2.3% | — | ||
| Q3 24 | 7.7% | — |
| Q3 26 | $0.39 | — | ||
| Q1 26 | $0.39 | — | ||
| Q4 25 | $0.44 | — | ||
| Q3 25 | $0.46 | — | ||
| Q2 25 | $0.84 | — | ||
| Q1 25 | $1.03 | — | ||
| Q4 24 | $-0.25 | — | ||
| Q3 24 | $0.88 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $57.5M | — |
| Total DebtLower is stronger | $269.2M | — |
| Stockholders' EquityBook value | $1.8B | — |
| Total Assets | $7.4B | — |
| Debt / EquityLower = less leverage | 0.15× | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 26 | $57.5M | — | ||
| Q1 26 | $57.5M | — | ||
| Q4 25 | $82.7M | — | ||
| Q3 25 | $98.6M | — | ||
| Q2 25 | $70.7M | — | ||
| Q1 25 | $67.5M | — | ||
| Q4 24 | $79.0M | — | ||
| Q3 24 | $120.8M | — |
| Q3 26 | $269.2M | — | ||
| Q1 26 | $3.6B | — | ||
| Q4 25 | $3.6B | — | ||
| Q3 25 | $3.7B | — | ||
| Q2 25 | $3.7B | — | ||
| Q1 25 | $3.7B | — | ||
| Q4 24 | $3.7B | — | ||
| Q3 24 | $3.4B | — |
| Q3 26 | $1.8B | — | ||
| Q1 26 | $1.8B | — | ||
| Q4 25 | $1.8B | — | ||
| Q3 25 | $1.8B | — | ||
| Q2 25 | $1.7B | — | ||
| Q1 25 | $1.6B | — | ||
| Q4 24 | $1.6B | — | ||
| Q3 24 | $1.8B | — |
| Q3 26 | $7.4B | — | ||
| Q1 26 | $7.4B | — | ||
| Q4 25 | $7.3B | — | ||
| Q3 25 | $7.2B | — | ||
| Q2 25 | $7.4B | — | ||
| Q1 25 | $7.4B | — | ||
| Q4 24 | $7.5B | — | ||
| Q3 24 | $7.5B | — |
| Q3 26 | 0.15× | — | ||
| Q1 26 | 1.99× | — | ||
| Q4 25 | 2.08× | — | ||
| Q3 25 | 2.05× | — | ||
| Q2 25 | 2.12× | — | ||
| Q1 25 | 2.25× | — | ||
| Q4 24 | 2.26× | — | ||
| Q3 24 | 1.87× | — |
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 | $595.6M | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 11.03× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 26 | $595.6M | — | ||
| Q1 26 | $65.2M | — | ||
| Q4 25 | $178.4M | — | ||
| Q3 25 | $352.0M | — | ||
| Q2 25 | $868.3M | — | ||
| Q1 25 | $56.0M | — | ||
| Q4 24 | $99.1M | — | ||
| Q3 24 | $330.2M | — |
| Q3 26 | — | — | ||
| Q1 26 | $-36.3M | — | ||
| Q4 25 | $101.0M | — | ||
| Q3 25 | $274.4M | — | ||
| Q2 25 | $230.1M | — | ||
| Q1 25 | $-19.8M | — | ||
| Q4 24 | $-49.6M | — | ||
| Q3 24 | $4.3M | — |
| Q3 26 | — | — | ||
| Q1 26 | -2.3% | — | ||
| Q4 25 | 6.2% | — | ||
| Q3 25 | 16.5% | — | ||
| Q2 25 | 13.7% | — | ||
| Q1 25 | -1.3% | — | ||
| Q4 24 | -3.1% | — | ||
| Q3 24 | 0.3% | — |
| Q3 26 | — | — | ||
| Q1 26 | 6.5% | — | ||
| Q4 25 | 4.8% | — | ||
| Q3 25 | 4.7% | — | ||
| Q2 25 | 38.1% | — | ||
| Q1 25 | 5.0% | — | ||
| Q4 24 | 9.3% | — | ||
| Q3 24 | 19.7% | — |
| Q3 26 | 11.03× | — | ||
| Q1 26 | 1.21× | — | ||
| Q4 25 | 2.87× | — | ||
| Q3 25 | 5.47× | — | ||
| Q2 25 | 7.24× | — | ||
| Q1 25 | 0.38× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 2.59× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
