vs
Side-by-side financial comparison of NEWELL BRANDS INC. (NWL) and MARRIOTT VACATIONS WORLDWIDE Corp (VAC). Click either name above to swap in a different company.
NEWELL BRANDS INC. is the larger business by last-quarter revenue ($1.9B vs $1.2B, roughly 1.5× MARRIOTT VACATIONS WORLDWIDE Corp). NEWELL BRANDS INC. runs the higher net margin — -16.6% vs -35.0%, a 18.4% gap on every dollar of revenue. On growth, MARRIOTT VACATIONS WORLDWIDE Corp posted the faster year-over-year revenue change (-0.7% vs -2.7%). NEWELL BRANDS INC. produced more free cash flow last quarter ($91.0M vs $-6.0M). Over the past eight quarters, NEWELL BRANDS INC.'s revenue compounded faster (7.1% CAGR vs 5.2%).
Newell Brands Inc. is an American conglomerate of consumer and commercial products. The company's brands and products include Rubbermaid storage/or waste disposal containers; home organization and reusable container products; Contigo and Bubba water bottles; Coleman outdoor products; writing instruments glue ; children's products ; cookware and small appliances and fragrance products.
Marriott Vacations Worldwide Corporation is a pure-play public timeshare company. Formerly a division of Marriott International, Marriott Vacations Worldwide was established as a separate, publicly traded entity focusing primarily on vacation ownership in November 2011. Marriott Vacations Worldwide runs more than 120 resorts with over 700,000 Owners and members in a diverse portfolio of brands under The Marriott Vacation Clubs name. Its brands include Marriott Vacation Club, The Marriott Vaca...
NWL vs VAC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.9B | $1.2B |
| Net Profit | $-315.0M | $-431.0M |
| Gross Margin | 33.1% | — |
| Operating Margin | -14.3% | — |
| Net Margin | -16.6% | -35.0% |
| Revenue YoY | -2.7% | -0.7% |
| Net Profit YoY | -483.3% | -962.0% |
| EPS (diluted) | $-0.75 | $-12.00 |
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 | $1.9B | $1.2B | ||
| Q3 25 | $1.8B | $1.2B | ||
| Q2 25 | $1.9B | $1.2B | ||
| Q1 25 | $1.6B | $1.1B | ||
| Q4 24 | $1.9B | $1.2B | ||
| Q3 24 | $1.9B | $1.2B | ||
| Q2 24 | $2.0B | $1.1B | ||
| Q1 24 | $1.7B | $1.1B |
| Q4 25 | $-315.0M | $-431.0M | ||
| Q3 25 | $21.0M | $-2.0M | ||
| Q2 25 | $46.0M | $69.0M | ||
| Q1 25 | $-37.0M | $56.0M | ||
| Q4 24 | $-54.0M | $50.0M | ||
| Q3 24 | $-198.0M | $84.0M | ||
| Q2 24 | $45.0M | $37.0M | ||
| Q1 24 | $-9.0M | $47.0M |
| Q4 25 | 33.1% | — | ||
| Q3 25 | 34.1% | — | ||
| Q2 25 | 35.4% | — | ||
| Q1 25 | 32.1% | — | ||
| Q4 24 | 34.2% | — | ||
| Q3 24 | 34.9% | — | ||
| Q2 24 | 34.4% | — | ||
| Q1 24 | 30.5% | — |
| Q4 25 | -14.3% | — | ||
| Q3 25 | 6.6% | — | ||
| Q2 25 | 8.8% | — | ||
| Q1 25 | 1.3% | — | ||
| Q4 24 | 0.5% | — | ||
| Q3 24 | -6.2% | — | ||
| Q2 24 | 8.0% | — | ||
| Q1 24 | 1.0% | — |
| Q4 25 | -16.6% | -35.0% | ||
| Q3 25 | 1.2% | -0.2% | ||
| Q2 25 | 2.4% | 6.0% | ||
| Q1 25 | -2.4% | 5.0% | ||
| Q4 24 | -2.8% | 4.0% | ||
| Q3 24 | -10.2% | 6.9% | ||
| Q2 24 | 2.2% | 3.5% | ||
| Q1 24 | -0.5% | 4.2% |
| Q4 25 | $-0.75 | $-12.00 | ||
| Q3 25 | $0.05 | $-0.07 | ||
| Q2 25 | $0.11 | $1.77 | ||
| Q1 25 | $-0.09 | $1.46 | ||
| Q4 24 | $-0.13 | $1.29 | ||
| Q3 24 | $-0.48 | $2.12 | ||
| Q2 24 | $0.11 | $0.98 | ||
| Q1 24 | $-0.02 | $1.22 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $203.0M | $406.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $2.4B | $2.0B |
| Total Assets | $10.7B | $9.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $203.0M | $406.0M | ||
| Q3 25 | $229.0M | $474.0M | ||
| Q2 25 | $219.0M | $205.0M | ||
| Q1 25 | $233.0M | $196.0M | ||
| Q4 24 | $198.0M | $197.0M | ||
| Q3 24 | $494.0M | $197.0M | ||
| Q2 24 | $382.0M | $206.0M | ||
| Q1 24 | $372.0M | $237.0M |
| Q4 25 | $2.4B | $2.0B | ||
| Q3 25 | $2.7B | $2.5B | ||
| Q2 25 | $2.7B | $2.5B | ||
| Q1 25 | $2.7B | $2.4B | ||
| Q4 24 | $2.8B | $2.4B | ||
| Q3 24 | $2.9B | $2.4B | ||
| Q2 24 | $3.1B | $2.4B | ||
| Q1 24 | $3.1B | $2.4B |
| Q4 25 | $10.7B | $9.8B | ||
| Q3 25 | $11.3B | $10.1B | ||
| Q2 25 | $11.5B | $9.9B | ||
| Q1 25 | $11.3B | $9.9B | ||
| Q4 24 | $11.0B | $9.8B | ||
| Q3 24 | $11.8B | $9.7B | ||
| Q2 24 | $12.0B | $9.6B | ||
| Q1 24 | $12.1B | $9.9B |
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 | $161.0M | $6.0M |
| Free Cash FlowOCF − Capex | $91.0M | $-6.0M |
| FCF MarginFCF / Revenue | 4.8% | -0.5% |
| Capex IntensityCapex / Revenue | 3.7% | 1.0% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $17.0M | $-29.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $161.0M | $6.0M | ||
| Q3 25 | $374.0M | $62.0M | ||
| Q2 25 | $-58.0M | $-48.0M | ||
| Q1 25 | $-213.0M | $8.0M | ||
| Q4 24 | $150.0M | $100.0M | ||
| Q3 24 | $282.0M | $72.0M | ||
| Q2 24 | $32.0M | $30.0M | ||
| Q1 24 | $32.0M | $3.0M |
| Q4 25 | $91.0M | $-6.0M | ||
| Q3 25 | $315.0M | $51.0M | ||
| Q2 25 | $-117.0M | $-68.0M | ||
| Q1 25 | $-272.0M | $-6.0M | ||
| Q4 24 | $54.0M | $86.0M | ||
| Q3 24 | $231.0M | $58.0M | ||
| Q2 24 | $-21.0M | $17.0M | ||
| Q1 24 | $-27.0M | $-13.0M |
| Q4 25 | 4.8% | -0.5% | ||
| Q3 25 | 17.4% | 4.3% | ||
| Q2 25 | -6.0% | -5.9% | ||
| Q1 25 | -17.4% | -0.5% | ||
| Q4 24 | 2.8% | 6.9% | ||
| Q3 24 | 11.9% | 4.8% | ||
| Q2 24 | -1.0% | 1.6% | ||
| Q1 24 | -1.6% | -1.2% |
| Q4 25 | 3.7% | 1.0% | ||
| Q3 25 | 3.3% | 0.9% | ||
| Q2 25 | 3.0% | 1.7% | ||
| Q1 25 | 3.8% | 1.3% | ||
| Q4 24 | 4.9% | 1.1% | ||
| Q3 24 | 2.6% | 1.1% | ||
| Q2 24 | 2.6% | 1.2% | ||
| Q1 24 | 3.6% | 1.4% |
| Q4 25 | — | — | ||
| Q3 25 | 17.81× | — | ||
| Q2 25 | -1.26× | -0.70× | ||
| Q1 25 | — | 0.14× | ||
| Q4 24 | — | 2.00× | ||
| Q3 24 | — | 0.86× | ||
| Q2 24 | 0.71× | 0.81× | ||
| Q1 24 | — | 0.06× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
NWL
| Kitchen | $538.0M | 28% |
| Writing | $370.0M | 20% |
| Commercial | $320.0M | 17% |
| Financial Institution Two | $286.0M | 15% |
| Baby | $259.0M | 14% |
| Outdoor And Recreation | $142.0M | 7% |
VAC
| Cost Reimbursement | $467.0M | 38% |
| Time Share | $381.0M | 31% |
| Management And Exchange | $212.0M | 17% |
| Ancillary Revenues | $64.0M | 5% |
| Management Service | $55.0M | 4% |
| Service Other | $36.0M | 3% |
