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Side-by-side financial comparison of NATIONAL RURAL UTILITIES COOPERATIVE FINANCE CORP (NRUC) and ATRenew Inc. (RERE). Click either name above to swap in a different company.
NATIONAL RURAL UTILITIES COOPERATIVE FINANCE CORP is the larger business by last-quarter revenue ($53.8M vs $43.2M, roughly 1.2× ATRenew Inc.). NATIONAL RURAL UTILITIES COOPERATIVE FINANCE CORP runs the higher net margin — 41.6% vs 16.9%, a 24.7% gap on every dollar of revenue.
The National Rural Utilities Cooperative Finance Corporation (CFC) is a member-owned nonprofit cooperative that provides financial products to America's rural electric cooperative network. CFC was established in 1969 to raise funds from the capital markets to supplement the loan programs for electric cooperatives offered by the U.S. Department of Agriculture’s (USDA) Rural Utilities Service (RUS), previously Rural Electrification Administration (REA).
ATRenew Inc.REREEarnings & Financial Report
ATRenew Inc. operates a leading pre-owned consumer electronics transaction and servicing ecosystem primarily in China. Its core services include end-to-end device recycling, professional quality inspection, certified refurbishment, and resale of smartphones, laptops, tablets and other digital products, serving both individual consumers and enterprise clients across domestic and select Southeast Asian markets.
NRUC vs RERE — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2023
| Metric | | |
|---|---|---|
| Revenue | $53.8M | $43.2M |
| Net Profit | $22.4M | $7.3M |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 41.6% | 16.9% |
| Revenue YoY | -52.7% | — |
| Net Profit YoY | -74.0% | — |
| 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.
| Q1 26 | $53.8M | — | ||
| Q4 25 | $59.0M | — | ||
| Q3 25 | $47.3M | — | ||
| Q2 25 | $66.9M | — | ||
| Q1 25 | $113.7M | — | ||
| Q4 24 | $182.0M | — | ||
| Q3 24 | $61.7M | — | ||
| Q1 24 | $55.5M | — |
| Q1 26 | $22.4M | — | ||
| Q4 25 | $19.6M | — | ||
| Q3 25 | $4.8M | — | ||
| Q2 25 | $73.1M | — | ||
| Q1 25 | $86.0M | — | ||
| Q4 24 | $144.4M | — | ||
| Q3 24 | $-163.8M | — | ||
| Q1 24 | $31.5M | — |
| Q1 26 | 41.6% | — | ||
| Q4 25 | 33.2% | — | ||
| Q3 25 | 10.1% | — | ||
| Q2 25 | 109.3% | — | ||
| Q1 25 | 75.6% | — | ||
| Q4 24 | 79.4% | — | ||
| Q3 24 | -265.7% | — | ||
| Q1 24 | 56.7% | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $240.7M | $228.0M |
| Total DebtLower is stronger | $28.9B | — |
| Stockholders' EquityBook value | $3.1B | $557.1M |
| Total Assets | $39.9B | $722.9M |
| Debt / EquityLower = less leverage | 9.40× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $240.7M | — | ||
| Q4 25 | $304.5M | — | ||
| Q3 25 | $257.1M | — | ||
| Q2 25 | $134.7M | — | ||
| Q1 25 | $245.4M | — | ||
| Q4 24 | $347.1M | — | ||
| Q3 24 | $264.7M | — | ||
| Q1 24 | $144.8M | — |
| Q1 26 | $28.9B | — | ||
| Q4 25 | $27.3B | — | ||
| Q3 25 | $27.9B | — | ||
| Q2 25 | $27.2B | — | ||
| Q1 25 | $27.5B | — | ||
| Q4 24 | $26.7B | — | ||
| Q3 24 | $26.3B | — | ||
| Q1 24 | $25.5B | — |
| Q1 26 | $3.1B | — | ||
| Q4 25 | $3.1B | — | ||
| Q3 25 | $3.0B | — | ||
| Q2 25 | $3.1B | — | ||
| Q1 25 | $3.0B | — | ||
| Q4 24 | $2.9B | — | ||
| Q3 24 | $2.8B | — | ||
| Q1 24 | $2.8B | — |
| Q1 26 | $39.9B | — | ||
| Q4 25 | $39.1B | — | ||
| Q3 25 | $38.8B | — | ||
| Q2 25 | $38.3B | — | ||
| Q1 25 | $37.8B | — | ||
| Q4 24 | $37.1B | — | ||
| Q3 24 | $36.5B | — | ||
| Q1 24 | $35.9B | — |
| Q1 26 | 9.40× | — | ||
| Q4 25 | 8.95× | — | ||
| Q3 25 | 9.21× | — | ||
| Q2 25 | 8.81× | — | ||
| Q1 25 | 9.15× | — | ||
| Q4 24 | 9.14× | — | ||
| Q3 24 | 9.44× | — | ||
| Q1 24 | 8.94× | — |
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 | $105.6M | — |
| Free Cash FlowOCF − Capex | $105.1M | — |
| FCF MarginFCF / Revenue | 195.2% | — |
| Capex IntensityCapex / Revenue | 0.9% | — |
| Cash ConversionOCF / Net Profit | 4.72× | — |
| TTM Free Cash FlowTrailing 4 quarters | $428.2M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $105.6M | — | ||
| Q4 25 | $38.9M | — | ||
| Q3 25 | $82.3M | — | ||
| Q2 25 | $207.5M | — | ||
| Q1 25 | $150.3M | — | ||
| Q4 24 | $63.8M | — | ||
| Q3 24 | $36.7M | — | ||
| Q1 24 | — | — |
| Q1 26 | $105.1M | — | ||
| Q4 25 | $38.3M | — | ||
| Q3 25 | $82.0M | — | ||
| Q2 25 | $202.8M | — | ||
| Q1 25 | $149.0M | — | ||
| Q4 24 | $62.7M | — | ||
| Q3 24 | $35.4M | — | ||
| Q1 24 | — | — |
| Q1 26 | 195.2% | — | ||
| Q4 25 | 64.9% | — | ||
| Q3 25 | 173.4% | — | ||
| Q2 25 | 303.1% | — | ||
| Q1 25 | 131.0% | — | ||
| Q4 24 | 34.5% | — | ||
| Q3 24 | 57.5% | — | ||
| Q1 24 | — | — |
| Q1 26 | 0.9% | — | ||
| Q4 25 | 1.1% | — | ||
| Q3 25 | 0.7% | — | ||
| Q2 25 | 7.0% | — | ||
| Q1 25 | 1.1% | — | ||
| Q4 24 | 0.6% | — | ||
| Q3 24 | 2.1% | — | ||
| Q1 24 | — | — |
| Q1 26 | 4.72× | — | ||
| Q4 25 | 1.99× | — | ||
| Q3 25 | 17.27× | — | ||
| Q2 25 | 2.84× | — | ||
| Q1 25 | 1.75× | — | ||
| Q4 24 | 0.44× | — | ||
| Q3 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
