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Side-by-side financial comparison of Navios Maritime Partners L.P. (NMM) and W. P. Carey Inc. (WPC). Click either name above to swap in a different company.
W. P. Carey Inc. is the larger business by last-quarter revenue ($444.5M vs $327.6M, roughly 1.4× Navios Maritime Partners L.P.). W. P. Carey Inc. runs the higher net margin — 33.4% vs 21.4%, a 12.0% gap on every dollar of revenue. On growth, W. P. Carey Inc. posted the faster year-over-year revenue change (9.4% vs -4.3%).
Navios Maritime Holdings Inc. is a multinational, vertically integrated seaborne shipping and logistics company focused on the transport and transshipment of drybulk commodities including iron ore, coal and grain.
W. P. Carey is a real estate investment trust that invests in properties leased to single tenants via NNN leases. The company is organized in Maryland, with its primary office in New York City.
NMM vs WPC — Head-to-Head
Income Statement — Q2 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $327.6M | $444.5M |
| Net Profit | $69.9M | $148.3M |
| Gross Margin | 90.5% | — |
| Operating Margin | — | 34.5% |
| Net Margin | 21.4% | 33.4% |
| Revenue YoY | -4.3% | 9.4% |
| Net Profit YoY | -31.1% | 215.4% |
| 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 | — | $444.5M | ||
| Q3 25 | — | $431.3M | ||
| Q2 25 | $327.6M | $430.8M | ||
| Q1 25 | — | $409.9M | ||
| Q4 24 | — | $406.2M | ||
| Q3 24 | — | $397.4M | ||
| Q2 24 | $342.2M | $389.7M | ||
| Q1 24 | — | $389.8M |
| Q4 25 | — | $148.3M | ||
| Q3 25 | — | $141.0M | ||
| Q2 25 | $69.9M | $51.2M | ||
| Q1 25 | — | $125.8M | ||
| Q4 24 | — | $47.0M | ||
| Q3 24 | — | $111.7M | ||
| Q2 24 | $101.5M | $142.9M | ||
| Q1 24 | — | $159.2M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 90.5% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | 88.3% | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 34.5% | ||
| Q3 25 | — | 34.7% | ||
| Q2 25 | — | 15.0% | ||
| Q1 25 | — | 33.5% | ||
| Q4 24 | — | 13.5% | ||
| Q3 24 | — | 30.4% | ||
| Q2 24 | — | 38.3% | ||
| Q1 24 | — | 43.0% |
| Q4 25 | — | 33.4% | ||
| Q3 25 | — | 32.7% | ||
| Q2 25 | 21.4% | 11.9% | ||
| Q1 25 | — | 30.7% | ||
| Q4 24 | — | 11.6% | ||
| Q3 24 | — | 28.1% | ||
| Q2 24 | 29.7% | 36.7% | ||
| Q1 24 | — | 40.8% |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $377.0M | $155.3M |
| Total DebtLower is stronger | $2.0B | $8.7B |
| Stockholders' EquityBook value | — | $8.1B |
| Total Assets | $5.9B | $18.0B |
| Debt / EquityLower = less leverage | — | 1.07× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $155.3M | ||
| Q3 25 | — | $249.0M | ||
| Q2 25 | $377.0M | $244.8M | ||
| Q1 25 | — | $187.8M | ||
| Q4 24 | — | $640.4M | ||
| Q3 24 | — | $818.2M | ||
| Q2 24 | $272.0M | $1.1B | ||
| Q1 24 | — | $777.0M |
| Q4 25 | — | $8.7B | ||
| Q3 25 | — | $8.7B | ||
| Q2 25 | $2.0B | $8.6B | ||
| Q1 25 | — | $7.9B | ||
| Q4 24 | — | $8.0B | ||
| Q3 24 | — | $8.0B | ||
| Q2 24 | $1.4B | $8.1B | ||
| Q1 24 | — | $7.9B |
| Q4 25 | — | $8.1B | ||
| Q3 25 | — | $8.2B | ||
| Q2 25 | — | $8.2B | ||
| Q1 25 | — | $8.4B | ||
| Q4 24 | — | $8.4B | ||
| Q3 24 | — | $8.6B | ||
| Q2 24 | — | $8.6B | ||
| Q1 24 | — | $8.7B |
| Q4 25 | — | $18.0B | ||
| Q3 25 | — | $18.0B | ||
| Q2 25 | $5.9B | $18.0B | ||
| Q1 25 | — | $17.3B | ||
| Q4 24 | — | $17.5B | ||
| Q3 24 | — | $17.6B | ||
| Q2 24 | $5.3B | $17.8B | ||
| Q1 24 | — | $17.6B |
| Q4 25 | — | 1.07× | ||
| Q3 25 | — | 1.06× | ||
| Q2 25 | — | 1.05× | ||
| Q1 25 | — | 0.94× | ||
| Q4 24 | — | 0.95× | ||
| Q3 24 | — | 0.93× | ||
| Q2 24 | — | 0.94× | ||
| Q1 24 | — | 0.91× |
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 | — | $304.6M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 2.05× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $304.6M | ||
| Q3 25 | — | $300.5M | ||
| Q2 25 | — | $404.0M | ||
| Q1 25 | — | $273.2M | ||
| Q4 24 | — | $296.3M | ||
| Q3 24 | — | $280.2M | ||
| Q2 24 | — | $221.0M | ||
| Q1 24 | — | $1.0B |
| Q4 25 | — | 2.05× | ||
| Q3 25 | — | 2.13× | ||
| Q2 25 | — | 7.89× | ||
| Q1 25 | — | 2.17× | ||
| Q4 24 | — | 6.30× | ||
| Q3 24 | — | 2.51× | ||
| Q2 24 | — | 1.55× | ||
| Q1 24 | — | 6.50× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
