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Side-by-side financial comparison of Philip Morris International (PM) and TIGO ENERGY, INC. (TYGO). Click either name above to swap in a different company.
Philip Morris International is the larger business by last-quarter revenue ($10.1B vs $9.2B, roughly 1.1× TIGO ENERGY, INC.).
Philip Morris International Inc. (PMI) is a tobacco company, with products sold in over 180 countries. Marlboro is PMI’s most recognized brand, but in the last quarter of 2023, Iqos generated the greatest revenue. Philip Morris International is often referred to as one of the companies comprising Big Tobacco. The company ranked No. 121 in the 2025 Fortune 500 list of the largest US corporations by total revenue.
Tigo Energy is an American private corporation, headquartered in Los Gatos, California, United States. It provides products, technologies, software, and services to installers, distributors, and original equipment manufacturers within the photovoltaic industry. It specializes in module-level power optimizers and smart module power electronics.
PM vs TYGO — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2023
| Metric | | |
|---|---|---|
| Revenue | $10.1B | $9.2B |
| Net Profit | $2.4B | — |
| Gross Margin | 68.1% | 0.0% |
| Operating Margin | 38.4% | — |
| Net Margin | 24.0% | — |
| Revenue YoY | 9.1% | — |
| Net Profit YoY | -9.4% | -1736.1% |
| EPS (diluted) | $1.56 | — |
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 | $10.1B | — | ||
| Q4 25 | $10.4B | — | ||
| Q3 25 | $10.8B | — | ||
| Q2 25 | $10.1B | — | ||
| Q1 25 | $9.3B | — | ||
| Q4 24 | $9.7B | — | ||
| Q3 24 | $9.9B | — | ||
| Q2 24 | $9.5B | — |
| Q1 26 | $2.4B | — | ||
| Q4 25 | $2.1B | — | ||
| Q3 25 | $3.5B | — | ||
| Q2 25 | $3.0B | — | ||
| Q1 25 | $2.7B | — | ||
| Q4 24 | $-579.0M | — | ||
| Q3 24 | $3.1B | — | ||
| Q2 24 | $2.4B | — |
| Q1 26 | 68.1% | — | ||
| Q4 25 | 65.6% | — | ||
| Q3 25 | 67.8% | — | ||
| Q2 25 | 67.7% | — | ||
| Q1 25 | 67.3% | — | ||
| Q4 24 | 64.7% | — | ||
| Q3 24 | 66.0% | — | ||
| Q2 24 | 64.7% | — |
| Q1 26 | 38.4% | — | ||
| Q4 25 | 32.6% | — | ||
| Q3 25 | 39.3% | — | ||
| Q2 25 | 36.6% | — | ||
| Q1 25 | 38.1% | — | ||
| Q4 24 | 33.6% | — | ||
| Q3 24 | 36.9% | — | ||
| Q2 24 | 36.4% | — |
| Q1 26 | 24.0% | — | ||
| Q4 25 | 20.7% | — | ||
| Q3 25 | 32.1% | — | ||
| Q2 25 | 30.0% | — | ||
| Q1 25 | 28.9% | — | ||
| Q4 24 | -6.0% | — | ||
| Q3 24 | 31.1% | — | ||
| Q2 24 | 25.4% | — |
| Q1 26 | $1.56 | — | ||
| Q4 25 | $1.36 | — | ||
| Q3 25 | $2.23 | — | ||
| Q2 25 | $1.95 | — | ||
| Q1 25 | $1.72 | — | ||
| Q4 24 | $-0.37 | — | ||
| Q3 24 | $1.97 | — | ||
| Q2 24 | $1.54 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $5.5B | $31.2M |
| Total DebtLower is stronger | $49.5B | $50.0M |
| Stockholders' EquityBook value | — | $62.8M |
| Total Assets | $68.9B | $127.8M |
| Debt / EquityLower = less leverage | — | 0.80× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $5.5B | — | ||
| Q4 25 | $4.9B | — | ||
| Q3 25 | $4.0B | — | ||
| Q2 25 | $4.1B | — | ||
| Q1 25 | $4.4B | — | ||
| Q4 24 | $4.2B | — | ||
| Q3 24 | $4.3B | — | ||
| Q2 24 | $4.8B | — |
| Q1 26 | $49.5B | — | ||
| Q4 25 | $45.1B | — | ||
| Q3 25 | $41.9B | — | ||
| Q2 25 | $42.4B | — | ||
| Q1 25 | $38.8B | — | ||
| Q4 24 | $42.2B | — | ||
| Q3 24 | $44.2B | — | ||
| Q2 24 | $44.6B | — |
| Q1 26 | — | — | ||
| Q4 25 | $-10.0B | — | ||
| Q3 25 | $-10.9B | — | ||
| Q2 25 | $-12.0B | — | ||
| Q1 25 | $-10.9B | — | ||
| Q4 24 | $-11.8B | — | ||
| Q3 24 | $-9.7B | — | ||
| Q2 24 | $-9.7B | — |
| Q1 26 | $68.9B | — | ||
| Q4 25 | $69.2B | — | ||
| Q3 25 | $67.1B | — | ||
| Q2 25 | $68.5B | — | ||
| Q1 25 | $65.1B | — | ||
| Q4 24 | $61.8B | — | ||
| Q3 24 | $66.9B | — | ||
| Q2 24 | $65.8B | — |
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 | — | $-37.2M |
| Free Cash FlowOCF − Capex | — | $-39.3M |
| FCF MarginFCF / Revenue | — | -0.4% |
| Capex IntensityCapex / Revenue | — | 0.0% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-70.6M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $4.7B | — | ||
| Q3 25 | $4.5B | — | ||
| Q2 25 | $3.4B | — | ||
| Q1 25 | $-350.0M | — | ||
| Q4 24 | $4.0B | — | ||
| Q3 24 | $3.3B | — | ||
| Q2 24 | $4.6B | — |
| Q1 26 | — | — | ||
| Q4 25 | $4.3B | — | ||
| Q3 25 | $4.1B | — | ||
| Q2 25 | $3.1B | — | ||
| Q1 25 | $-754.0M | — | ||
| Q4 24 | $3.7B | — | ||
| Q3 24 | $3.0B | — | ||
| Q2 24 | $4.3B | — |
| Q1 26 | — | — | ||
| Q4 25 | 41.2% | — | ||
| Q3 25 | 37.8% | — | ||
| Q2 25 | 30.1% | — | ||
| Q1 25 | -8.1% | — | ||
| Q4 24 | 38.4% | — | ||
| Q3 24 | 29.9% | — | ||
| Q2 24 | 45.0% | — |
| Q1 26 | — | — | ||
| Q4 25 | 4.3% | — | ||
| Q3 25 | 3.4% | — | ||
| Q2 25 | 3.5% | — | ||
| Q1 25 | 4.3% | — | ||
| Q4 24 | 2.9% | — | ||
| Q3 24 | 3.8% | — | ||
| Q2 24 | 3.9% | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.20× | — | ||
| Q3 25 | 1.28× | — | ||
| Q2 25 | 1.12× | — | ||
| Q1 25 | -0.13× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 1.08× | — | ||
| Q2 24 | 1.93× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
