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Side-by-side financial comparison of Phreesia, Inc. (PHR) and PARK NATIONAL CORP (PRK). Click either name above to swap in a different company.
PARK NATIONAL CORP is the larger business by last-quarter revenue ($168.3M vs $120.3M, roughly 1.4× Phreesia, Inc.). PARK NATIONAL CORP runs the higher net margin — 25.3% vs 3.5%, a 21.8% gap on every dollar of revenue. On growth, Phreesia, Inc. posted the faster year-over-year revenue change (12.7% vs 2.2%). PARK NATIONAL CORP produced more free cash flow last quarter ($191.9M vs $12.2M).
Phreesia, Inc. is a software as a service company that offers healthcare organizations a set of applications to automate and manage patient intake.
National Retail Systems, Inc. (NRS) includes Keystone Freight Corp. & National Retail Transportation, Inc. (NRT). NRS is an asset based 3PL founded in 1952. It is headquartered in Lyndhurst, New Jersey, United States.
PHR vs PRK — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $120.3M | $168.3M |
| Net Profit | $4.3M | $42.6M |
| Gross Margin | — | — |
| Operating Margin | 3.1% | — |
| Net Margin | 3.5% | 25.3% |
| Revenue YoY | 12.7% | 2.2% |
| Net Profit YoY | 129.7% | 10.4% |
| EPS (diluted) | $0.07 | $2.62 |
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 | $120.3M | $168.3M | ||
| Q3 25 | $117.3M | $169.5M | ||
| Q2 25 | $115.9M | $168.7M | ||
| Q1 25 | — | $157.9M | ||
| Q4 24 | — | $164.7M | ||
| Q3 24 | — | $170.3M | ||
| Q2 24 | — | $157.7M | ||
| Q1 24 | — | $152.8M |
| Q4 25 | $4.3M | $42.6M | ||
| Q3 25 | $654.0K | $47.2M | ||
| Q2 25 | $-3.9M | $48.1M | ||
| Q1 25 | — | $42.2M | ||
| Q4 24 | — | $38.6M | ||
| Q3 24 | — | $38.2M | ||
| Q2 24 | — | $39.4M | ||
| Q1 24 | — | $35.2M |
| Q4 25 | 3.1% | — | ||
| Q3 25 | -1.3% | 34.3% | ||
| Q2 25 | -2.8% | 35.2% | ||
| Q1 25 | — | 32.4% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 27.4% | ||
| Q2 24 | — | 30.6% | ||
| Q1 24 | — | 27.8% |
| Q4 25 | 3.5% | 25.3% | ||
| Q3 25 | 0.6% | 27.8% | ||
| Q2 25 | -3.4% | 28.5% | ||
| Q1 25 | — | 26.7% | ||
| Q4 24 | — | 23.5% | ||
| Q3 24 | — | 22.4% | ||
| Q2 24 | — | 25.0% | ||
| Q1 24 | — | 23.0% |
| Q4 25 | $0.07 | $2.62 | ||
| Q3 25 | $0.01 | $2.92 | ||
| Q2 25 | $-0.07 | $2.97 | ||
| Q1 25 | — | $2.60 | ||
| Q4 24 | — | $2.38 | ||
| Q3 24 | — | $2.35 | ||
| Q2 24 | — | $2.42 | ||
| Q1 24 | — | $2.17 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $106.4M | $233.5M |
| Total DebtLower is stronger | $3.4M | — |
| Stockholders' EquityBook value | $320.3M | $1.4B |
| Total Assets | $423.5M | $9.8B |
| Debt / EquityLower = less leverage | 0.01× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $106.4M | $233.5M | ||
| Q3 25 | $98.3M | $218.9M | ||
| Q2 25 | $90.9M | $193.1M | ||
| Q1 25 | — | $237.6M | ||
| Q4 24 | — | $160.6M | ||
| Q3 24 | — | $201.7M | ||
| Q2 24 | — | $261.5M | ||
| Q1 24 | — | $306.1M |
| Q4 25 | $3.4M | — | ||
| Q3 25 | $4.6M | — | ||
| Q2 25 | $6.2M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $320.3M | $1.4B | ||
| Q3 25 | $298.0M | $1.3B | ||
| Q2 25 | $282.2M | $1.3B | ||
| Q1 25 | — | $1.3B | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | — | $1.2B | ||
| Q2 24 | — | $1.2B | ||
| Q1 24 | — | $1.2B |
| Q4 25 | $423.5M | $9.8B | ||
| Q3 25 | $408.6M | $9.9B | ||
| Q2 25 | $400.4M | $9.9B | ||
| Q1 25 | — | $9.9B | ||
| Q4 24 | — | $9.8B | ||
| Q3 24 | — | $9.9B | ||
| Q2 24 | — | $9.9B | ||
| Q1 24 | — | $9.9B |
| Q4 25 | 0.01× | — | ||
| Q3 25 | 0.02× | — | ||
| Q2 25 | 0.02× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | $15.5M | $198.3M |
| Free Cash FlowOCF − Capex | $12.2M | $191.9M |
| FCF MarginFCF / Revenue | 10.1% | 114.1% |
| Capex IntensityCapex / Revenue | 2.7% | 3.8% |
| Cash ConversionOCF / Net Profit | 3.62× | 4.65× |
| TTM Free Cash FlowTrailing 4 quarters | — | $328.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $15.5M | $198.3M | ||
| Q3 25 | $14.8M | $52.6M | ||
| Q2 25 | $14.8M | $49.7M | ||
| Q1 25 | — | $37.9M | ||
| Q4 24 | — | $178.8M | ||
| Q3 24 | — | $43.8M | ||
| Q2 24 | — | $50.9M | ||
| Q1 24 | — | $35.0M |
| Q4 25 | $12.2M | $191.9M | ||
| Q3 25 | $13.1M | $51.1M | ||
| Q2 25 | $11.3M | $48.4M | ||
| Q1 25 | — | $36.8M | ||
| Q4 24 | — | $169.7M | ||
| Q3 24 | — | $41.7M | ||
| Q2 24 | — | $49.0M | ||
| Q1 24 | — | $31.9M |
| Q4 25 | 10.1% | 114.1% | ||
| Q3 25 | 11.1% | 30.1% | ||
| Q2 25 | 9.8% | 28.7% | ||
| Q1 25 | — | 23.3% | ||
| Q4 24 | — | 103.0% | ||
| Q3 24 | — | 24.5% | ||
| Q2 24 | — | 31.1% | ||
| Q1 24 | — | 20.8% |
| Q4 25 | 2.7% | 3.8% | ||
| Q3 25 | 1.5% | 0.9% | ||
| Q2 25 | 3.0% | 0.8% | ||
| Q1 25 | — | 0.7% | ||
| Q4 24 | — | 5.6% | ||
| Q3 24 | — | 1.2% | ||
| Q2 24 | — | 1.2% | ||
| Q1 24 | — | 2.1% |
| Q4 25 | 3.62× | 4.65× | ||
| Q3 25 | 22.68× | 1.11× | ||
| Q2 25 | — | 1.03× | ||
| Q1 25 | — | 0.90× | ||
| Q4 24 | — | 4.63× | ||
| Q3 24 | — | 1.14× | ||
| Q2 24 | — | 1.29× | ||
| Q1 24 | — | 0.99× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
PHR
| Subscription And Services | $55.5M | 46% |
| Network Solutions | $37.4M | 31% |
| Payment Processing Fees | $27.4M | 23% |
PRK
Segment breakdown not available.
