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Side-by-side financial comparison of PERDOCEO EDUCATION Corp (PRDO) and Root, Inc. (ROOT). Click either name above to swap in a different company.
Root, Inc. is the larger business by last-quarter revenue ($397.0M vs $211.6M, roughly 1.9× PERDOCEO EDUCATION Corp). On growth, Root, Inc. posted the faster year-over-year revenue change (21.5% vs 20.0%). Over the past eight quarters, Root, Inc.'s revenue compounded faster (24.8% CAGR vs 12.2%).
Perdoceo Education Corporation (PRDO) is a public company that owns five for-profit universities in the United States: American Intercontinental University, Colorado Technical University, California Southern University, Trident University International, and University of St. Augustine for Health Sciences. The company was previously known as Career Education Corporation.
Root Insurance Company is an online car insurance company operating in the United States.
PRDO vs ROOT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $211.6M | $397.0M |
| Net Profit | — | — |
| Gross Margin | — | — |
| Operating Margin | 19.8% | 2.6% |
| Net Margin | — | — |
| Revenue YoY | 20.0% | 21.5% |
| Net Profit YoY | — | — |
| EPS (diluted) | $0.55 | $0.35 |
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 | $211.6M | $397.0M | ||
| Q3 25 | $211.9M | $387.8M | ||
| Q2 25 | $209.6M | $382.9M | ||
| Q1 25 | $213.0M | $349.4M | ||
| Q4 24 | $176.4M | $326.7M | ||
| Q3 24 | $169.8M | $305.7M | ||
| Q2 24 | $166.7M | $289.2M | ||
| Q1 24 | $168.3M | $254.9M |
| Q4 25 | — | — | ||
| Q3 25 | $39.9M | $-5.4M | ||
| Q2 25 | $41.0M | $22.0M | ||
| Q1 25 | $43.7M | $18.4M | ||
| Q4 24 | — | — | ||
| Q3 24 | $38.3M | $22.8M | ||
| Q2 24 | $38.4M | $-7.8M | ||
| Q1 24 | $39.4M | $-6.2M |
| Q4 25 | 19.8% | 2.6% | ||
| Q3 25 | 24.1% | 0.1% | ||
| Q2 25 | 24.5% | 7.1% | ||
| Q1 25 | 24.3% | 6.8% | ||
| Q4 24 | 21.1% | 10.7% | ||
| Q3 24 | 26.4% | 11.3% | ||
| Q2 24 | 27.6% | 1.3% | ||
| Q1 24 | 27.5% | 2.1% |
| Q4 25 | — | — | ||
| Q3 25 | 18.8% | -1.4% | ||
| Q2 25 | 19.6% | 5.7% | ||
| Q1 25 | 20.5% | 5.3% | ||
| Q4 24 | — | — | ||
| Q3 24 | 22.5% | 7.5% | ||
| Q2 24 | 23.0% | -2.7% | ||
| Q1 24 | 23.4% | -2.4% |
| Q4 25 | $0.55 | $0.35 | ||
| Q3 25 | $0.60 | $-0.35 | ||
| Q2 25 | $0.62 | $1.29 | ||
| Q1 25 | $0.65 | $1.07 | ||
| Q4 24 | $0.46 | $1.42 | ||
| Q3 24 | $0.57 | $1.35 | ||
| Q2 24 | $0.57 | $-0.52 | ||
| Q1 24 | $0.59 | $-0.42 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $111.0M | $669.3M |
| Total DebtLower is stronger | — | $200.3M |
| Stockholders' EquityBook value | $972.4M | $284.3M |
| Total Assets | $1.2B | $1.7B |
| Debt / EquityLower = less leverage | — | 0.70× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $111.0M | $669.3M | ||
| Q3 25 | $159.5M | $653.3M | ||
| Q2 25 | $172.1M | $641.4M | ||
| Q1 25 | $132.1M | $609.4M | ||
| Q4 24 | $109.1M | $599.3M | ||
| Q3 24 | $238.0M | $674.8M | ||
| Q2 24 | $127.9M | $667.2M | ||
| Q1 24 | $125.8M | $640.5M |
| Q4 25 | — | $200.3M | ||
| Q3 25 | — | $200.4M | ||
| Q2 25 | — | $200.1M | ||
| Q1 25 | — | $200.0M | ||
| Q4 24 | — | $200.1M | ||
| Q3 24 | — | $300.9M | ||
| Q2 24 | — | $300.1M | ||
| Q1 24 | — | $299.3M |
| Q4 25 | $972.4M | $284.3M | ||
| Q3 25 | $997.9M | $265.0M | ||
| Q2 25 | $984.6M | $244.5M | ||
| Q1 25 | $970.3M | $228.7M | ||
| Q4 24 | $959.5M | $203.7M | ||
| Q3 24 | $935.4M | $181.9M | ||
| Q2 24 | $899.5M | $151.3M | ||
| Q1 24 | $866.1M | $165.7M |
| Q4 25 | $1.2B | $1.7B | ||
| Q3 25 | $1.3B | $1.6B | ||
| Q2 25 | $1.3B | $1.6B | ||
| Q1 25 | $1.3B | $1.6B | ||
| Q4 24 | $1.2B | $1.5B | ||
| Q3 24 | $1.1B | $1.6B | ||
| Q2 24 | $1.1B | $1.5B | ||
| Q1 24 | $1.1B | $1.4B |
| Q4 25 | — | 0.70× | ||
| Q3 25 | — | 0.76× | ||
| Q2 25 | — | 0.82× | ||
| Q1 25 | — | 0.87× | ||
| Q4 24 | — | 0.98× | ||
| Q3 24 | — | 1.65× | ||
| Q2 24 | — | 1.98× | ||
| Q1 24 | — | 1.81× |
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 | $40.1M | $206.5M |
| Free Cash FlowOCF − Capex | $37.9M | — |
| FCF MarginFCF / Revenue | 17.9% | — |
| Capex IntensityCapex / Revenue | 1.1% | 0.0% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $216.7M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $40.1M | $206.5M | ||
| Q3 25 | $41.2M | $57.6M | ||
| Q2 25 | $78.8M | $52.0M | ||
| Q1 25 | $65.1M | $26.8M | ||
| Q4 24 | $17.6M | $195.7M | ||
| Q3 24 | $51.0M | $49.4M | ||
| Q2 24 | $38.5M | $62.6M | ||
| Q1 24 | $54.5M | $14.5M |
| Q4 25 | $37.9M | — | ||
| Q3 25 | $39.4M | — | ||
| Q2 25 | $76.0M | — | ||
| Q1 25 | $63.4M | — | ||
| Q4 24 | $16.0M | $195.3M | ||
| Q3 24 | $50.0M | — | ||
| Q2 24 | $37.7M | $62.4M | ||
| Q1 24 | $53.3M | $14.3M |
| Q4 25 | 17.9% | — | ||
| Q3 25 | 18.6% | — | ||
| Q2 25 | 36.3% | — | ||
| Q1 25 | 29.8% | — | ||
| Q4 24 | 9.1% | 59.8% | ||
| Q3 24 | 29.4% | — | ||
| Q2 24 | 22.6% | 21.6% | ||
| Q1 24 | 31.7% | 5.6% |
| Q4 25 | 1.1% | 0.0% | ||
| Q3 25 | 0.9% | 0.0% | ||
| Q2 25 | 1.3% | 0.0% | ||
| Q1 25 | 0.8% | 0.0% | ||
| Q4 24 | 0.9% | 0.1% | ||
| Q3 24 | 0.6% | 0.0% | ||
| Q2 24 | 0.5% | 0.1% | ||
| Q1 24 | 0.7% | 0.1% |
| Q4 25 | — | — | ||
| Q3 25 | 1.03× | — | ||
| Q2 25 | 1.92× | 2.36× | ||
| Q1 25 | 1.49× | 1.46× | ||
| Q4 24 | — | — | ||
| Q3 24 | 1.33× | 2.17× | ||
| Q2 24 | 1.00× | — | ||
| Q1 24 | 1.38× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
PRDO
| CTU | $107.0M | 51% |
| AIUS | $60.8M | 29% |
| University Of St Augustine For Health Sciences Llc | $43.7M | 21% |
| Other | $1.1M | 1% |
ROOT
Segment breakdown not available.
