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Side-by-side financial comparison of OLD NATIONAL BANCORP /IN/ (ONB) and WEBSTER FINANCIAL CORP (WBS), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
OLD NATIONAL BANCORP /IN/ is the larger business by last-quarter revenue ($580.8M vs $58.7M, roughly 9.9× WEBSTER FINANCIAL CORP). WEBSTER FINANCIAL CORP runs the higher net margin — 37.3% vs 435.9%, a 398.6% gap on every dollar of revenue. On growth, OLD NATIONAL BANCORP /IN/ posted the faster year-over-year revenue change (47.4% vs -0.2%). WEBSTER FINANCIAL CORP produced more free cash flow last quarter ($301.8M vs $137.3M). Over the past eight quarters, OLD NATIONAL BANCORP /IN/'s revenue compounded faster (27.7% CAGR vs -4.2%).
Old National Bank is an American regional bank with nearly 200 retail branches operated by Old National Bancorp and based in Chicago and Evansville, Indiana. With assets at $48.5 billion and 250 banking centers, Old National Bancorp is the largest financial services bank holding company headquartered in Indiana and one of the top 30 banking companies in the U.S. Old National Bank has locations in Illinois, Indiana, Iowa, Kentucky, Michigan, Minnesota, Tennessee, and Wisconsin.
Webster Bank is an American commercial bank based in Stamford, Connecticut. It has 177 branches and 316 ATMs located in Connecticut; Massachusetts; Rhode Island; New Jersey; Westchester, Orange, Ulster, and Rockland counties in New York as well as New York City.
ONB vs WBS — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $580.8M | $58.7M |
| Net Profit | $216.6M | $255.8M |
| Gross Margin | — | — |
| Operating Margin | 46.7% | — |
| Net Margin | 37.3% | 435.9% |
| Revenue YoY | 47.4% | -0.2% |
| Net Profit YoY | 40.8% | 43.9% |
| EPS (diluted) | $0.55 | $1.54 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $580.8M | $58.7M | ||
| Q3 25 | $574.6M | $59.1M | ||
| Q2 25 | $514.8M | $59.4M | ||
| Q1 25 | $387.6M | $60.8M | ||
| Q4 24 | $394.2M | $58.8M | ||
| Q3 24 | $391.7M | $61.1M | ||
| Q2 24 | $388.4M | $61.8M | ||
| Q1 24 | $356.5M | $64.0M |
| Q4 25 | $216.6M | $255.8M | ||
| Q3 25 | $182.6M | $261.2M | ||
| Q2 25 | $125.4M | $258.8M | ||
| Q1 25 | $144.7M | $226.9M | ||
| Q4 24 | $153.9M | $177.8M | ||
| Q3 24 | $143.8M | $193.0M | ||
| Q2 24 | $121.2M | $181.6M | ||
| Q1 24 | $120.3M | $216.3M |
| Q4 25 | 46.7% | — | ||
| Q3 25 | 40.5% | — | ||
| Q2 25 | 30.2% | — | ||
| Q1 25 | 46.8% | — | ||
| Q4 24 | 47.2% | — | ||
| Q3 24 | 47.2% | — | ||
| Q2 24 | 40.3% | — | ||
| Q1 24 | 42.9% | — |
| Q4 25 | 37.3% | 435.9% | ||
| Q3 25 | 31.8% | 442.3% | ||
| Q2 25 | 24.4% | 435.6% | ||
| Q1 25 | 37.3% | 373.4% | ||
| Q4 24 | 39.0% | 302.4% | ||
| Q3 24 | 36.7% | 316.0% | ||
| Q2 24 | 31.2% | 293.7% | ||
| Q1 24 | 33.7% | 338.0% |
| Q4 25 | $0.55 | $1.54 | ||
| Q3 25 | $0.46 | $1.54 | ||
| Q2 25 | $0.34 | $1.52 | ||
| Q1 25 | $0.44 | $1.30 | ||
| Q4 24 | $0.47 | $1.01 | ||
| Q3 24 | $0.44 | $1.10 | ||
| Q2 24 | $0.37 | $1.03 | ||
| Q1 24 | $0.40 | $1.23 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.8B | — |
| Total DebtLower is stronger | — | $739.5M |
| Stockholders' EquityBook value | $8.5B | $9.5B |
| Total Assets | $72.2B | $84.1B |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $1.8B | — | ||
| Q3 25 | $1.7B | — | ||
| Q2 25 | $1.8B | — | ||
| Q1 25 | $1.2B | — | ||
| Q4 24 | $1.2B | — | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $1.2B | — | ||
| Q1 24 | $939.5M | — |
| Q4 25 | — | $739.5M | ||
| Q3 25 | — | $1.2B | ||
| Q2 25 | — | $905.6M | ||
| Q1 25 | — | $907.4M | ||
| Q4 24 | — | $909.2M | ||
| Q3 24 | — | $911.0M | ||
| Q2 24 | — | $912.7M | ||
| Q1 24 | — | $914.5M |
| Q4 25 | $8.5B | $9.5B | ||
| Q3 25 | $8.3B | $9.5B | ||
| Q2 25 | $8.1B | $9.3B | ||
| Q1 25 | $6.5B | $9.2B | ||
| Q4 24 | $6.3B | $9.1B | ||
| Q3 24 | $6.4B | $9.2B | ||
| Q2 24 | $6.1B | $8.8B | ||
| Q1 24 | $5.6B | $8.7B |
| Q4 25 | $72.2B | $84.1B | ||
| Q3 25 | $71.2B | $83.2B | ||
| Q2 25 | $71.0B | $81.9B | ||
| Q1 25 | $53.9B | $80.3B | ||
| Q4 24 | $53.6B | $79.0B | ||
| Q3 24 | $53.6B | $79.5B | ||
| Q2 24 | $53.1B | $76.8B | ||
| Q1 24 | $49.5B | $76.2B |
| Q4 25 | — | 0.08× | ||
| Q3 25 | — | 0.13× | ||
| Q2 25 | — | 0.10× | ||
| Q1 25 | — | 0.10× | ||
| Q4 24 | — | 0.10× | ||
| Q3 24 | — | 0.10× | ||
| Q2 24 | — | 0.10× | ||
| Q1 24 | — | 0.10× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $159.2M | $317.6M |
| Free Cash FlowOCF − Capex | $137.3M | $301.8M |
| FCF MarginFCF / Revenue | 23.6% | 514.2% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 3.8% | 26.9% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 0.73× | 1.24× |
| TTM Free Cash FlowTrailing 4 quarters | $637.4M | $1.0B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $159.2M | $317.6M | ||
| Q3 25 | $341.2M | $374.7M | ||
| Q2 25 | $72.9M | $270.9M | ||
| Q1 25 | $108.2M | $94.9M | ||
| Q4 24 | $235.8M | $891.3M | ||
| Q3 24 | $121.3M | $45.3M | ||
| Q2 24 | $161.0M | $224.0M | ||
| Q1 24 | $104.2M | $243.7M |
| Q4 25 | $137.3M | $301.8M | ||
| Q3 25 | $333.6M | $362.5M | ||
| Q2 25 | $64.1M | $257.7M | ||
| Q1 25 | $102.4M | $86.6M | ||
| Q4 24 | $229.0M | $879.0M | ||
| Q3 24 | $115.7M | $35.3M | ||
| Q2 24 | $151.6M | $215.6M | ||
| Q1 24 | $95.8M | $238.6M |
| Q4 25 | 23.6% | 514.2% | ||
| Q3 25 | 58.1% | 613.7% | ||
| Q2 25 | 12.4% | 433.6% | ||
| Q1 25 | 26.4% | 142.5% | ||
| Q4 24 | 58.1% | 1495.2% | ||
| Q3 24 | 29.5% | 57.8% | ||
| Q2 24 | 39.0% | 348.6% | ||
| Q1 24 | 26.9% | 372.8% |
| Q4 25 | 3.8% | 26.9% | ||
| Q3 25 | 1.3% | 20.7% | ||
| Q2 25 | 1.7% | 22.2% | ||
| Q1 25 | 1.5% | 13.7% | ||
| Q4 24 | 1.7% | 21.0% | ||
| Q3 24 | 1.4% | 16.4% | ||
| Q2 24 | 2.4% | 13.6% | ||
| Q1 24 | 2.4% | 7.9% |
| Q4 25 | 0.73× | 1.24× | ||
| Q3 25 | 1.87× | 1.43× | ||
| Q2 25 | 0.58× | 1.05× | ||
| Q1 25 | 0.75× | 0.42× | ||
| Q4 24 | 1.53× | 5.01× | ||
| Q3 24 | 0.84× | 0.23× | ||
| Q2 24 | 1.33× | 1.23× | ||
| Q1 24 | 0.87× | 1.13× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
