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Side-by-side financial comparison of Restaurant Brands International Inc. (QSR) and TUTOR PERINI CORP (TPC). Click either name above to swap in a different company.
Restaurant Brands International Inc. is the larger business by last-quarter revenue ($2.5B vs $1.5B, roughly 1.6× TUTOR PERINI CORP). Restaurant Brands International Inc. runs the higher net margin — 6.3% vs 1.9%, a 4.4% gap on every dollar of revenue. On growth, TUTOR PERINI CORP posted the faster year-over-year revenue change (41.2% vs 7.4%). Restaurant Brands International Inc. produced more free cash flow last quarter ($453.0M vs $98.7M). Over the past eight quarters, TUTOR PERINI CORP's revenue compounded faster (19.9% CAGR vs 19.1%).
Restaurant Brands International Inc. (RBI) is an American-Canadian multinational fast food holding company. It was formed in 2014 by the $12.5 billion merger between American fast food restaurant chain Burger King and Canadian coffee shop and restaurant chain Tim Hortons, and expanded by the purchases of Popeyes and Firehouse Subs in 2017 and 2021, respectively. The company is the fifth-largest operator of fast food restaurants in the world after Subway, McDonald's, Starbucks and Yum! Brands....
Tutor Perini Corporation is one of the largest general contractors in the United States. It was formed by the merger of Perini Corporation and Tutor-Saliba Corporation in 2008. As of 2024, it reported annual revenue of approximately $4.33 billion. Tutor Perini is headquartered in Sylmar, California, and works on construction projects throughout North America. Specific areas of focus are civil infrastructure such as bridges, highways, tunnels, airports, and mass transit systems, building infra...
QSR vs TPC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $2.5B | $1.5B |
| Net Profit | $155.0M | $28.8M |
| Gross Margin | — | 9.8% |
| Operating Margin | 25.2% | 3.3% |
| Net Margin | 6.3% | 1.9% |
| Revenue YoY | 7.4% | 41.2% |
| Net Profit YoY | -57.1% | 136.3% |
| EPS (diluted) | $0.33 | $0.53 |
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 | $2.5B | $1.5B | ||
| Q3 25 | $2.4B | $1.4B | ||
| Q2 25 | $2.4B | $1.4B | ||
| Q1 25 | $2.1B | $1.2B | ||
| Q4 24 | $2.3B | $1.1B | ||
| Q3 24 | $2.3B | $1.1B | ||
| Q2 24 | $2.1B | $1.1B | ||
| Q1 24 | $1.7B | $1.0B |
| Q4 25 | $155.0M | $28.8M | ||
| Q3 25 | $436.0M | $3.6M | ||
| Q2 25 | $263.0M | $20.0M | ||
| Q1 25 | $221.0M | $28.0M | ||
| Q4 24 | $361.0M | $-79.4M | ||
| Q3 24 | $357.0M | $-100.9M | ||
| Q2 24 | $399.0M | $812.0K | ||
| Q1 24 | $328.0M | $15.8M |
| Q4 25 | — | 9.8% | ||
| Q3 25 | — | 12.0% | ||
| Q2 25 | — | 14.3% | ||
| Q1 25 | — | 10.8% | ||
| Q4 24 | — | -0.9% | ||
| Q3 24 | — | -2.4% | ||
| Q2 24 | — | 10.4% | ||
| Q1 24 | 65.2% | 11.0% |
| Q4 25 | 25.2% | 3.3% | ||
| Q3 25 | 27.1% | 2.8% | ||
| Q2 25 | 20.0% | 5.6% | ||
| Q1 25 | 20.6% | 5.2% | ||
| Q4 24 | 27.7% | -8.1% | ||
| Q3 24 | 25.2% | -9.9% | ||
| Q2 24 | 31.9% | 3.6% | ||
| Q1 24 | 31.3% | 4.7% |
| Q4 25 | 6.3% | 1.9% | ||
| Q3 25 | 17.8% | 0.3% | ||
| Q2 25 | 10.9% | 1.5% | ||
| Q1 25 | 10.5% | 2.2% | ||
| Q4 24 | 15.7% | -7.4% | ||
| Q3 24 | 15.6% | -9.3% | ||
| Q2 24 | 19.2% | 0.1% | ||
| Q1 24 | 18.9% | 1.5% |
| Q4 25 | $0.33 | $0.53 | ||
| Q3 25 | $0.96 | $0.07 | ||
| Q2 25 | $0.57 | $0.38 | ||
| Q1 25 | $0.49 | $0.53 | ||
| Q4 24 | $0.79 | $-1.53 | ||
| Q3 24 | $0.79 | $-1.92 | ||
| Q2 24 | $0.88 | $0.02 | ||
| Q1 24 | $0.72 | $0.30 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $734.6M |
| Total DebtLower is stronger | $13.3B | $407.4M |
| Stockholders' EquityBook value | $3.6B | $1.2B |
| Total Assets | $25.6B | $5.2B |
| Debt / EquityLower = less leverage | 3.65× | 0.33× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $734.6M | ||
| Q3 25 | — | $695.7M | ||
| Q2 25 | — | $526.1M | ||
| Q1 25 | — | $276.5M | ||
| Q4 24 | — | $455.1M | ||
| Q3 24 | — | $287.4M | ||
| Q2 24 | — | $267.1M | ||
| Q1 24 | — | $358.3M |
| Q4 25 | $13.3B | $407.4M | ||
| Q3 25 | $13.5B | $413.1M | ||
| Q2 25 | $13.6B | $419.4M | ||
| Q1 25 | $13.6B | $405.6M | ||
| Q4 24 | $13.6B | $534.1M | ||
| Q3 24 | $13.7B | $681.4M | ||
| Q2 24 | $13.7B | $676.4M | ||
| Q1 24 | $12.9B | $801.2M |
| Q4 25 | $3.6B | $1.2B | ||
| Q3 25 | $3.4B | $1.2B | ||
| Q2 25 | $3.3B | $1.2B | ||
| Q1 25 | $3.1B | $1.2B | ||
| Q4 24 | $3.1B | $1.1B | ||
| Q3 24 | $3.2B | $1.2B | ||
| Q2 24 | $3.1B | $1.3B | ||
| Q1 24 | $3.0B | $1.3B |
| Q4 25 | $25.6B | $5.2B | ||
| Q3 25 | $25.7B | $5.2B | ||
| Q2 25 | $25.7B | $4.9B | ||
| Q1 25 | $24.9B | $4.5B | ||
| Q4 24 | $24.6B | $4.2B | ||
| Q3 24 | $25.1B | $4.4B | ||
| Q2 24 | $24.8B | $4.3B | ||
| Q1 24 | $23.1B | $4.4B |
| Q4 25 | 3.65× | 0.33× | ||
| Q3 25 | 3.99× | 0.35× | ||
| Q2 25 | 4.10× | 0.35× | ||
| Q1 25 | 4.37× | 0.35× | ||
| Q4 24 | 4.39× | 0.47× | ||
| Q3 24 | 4.22× | 0.56× | ||
| Q2 24 | 4.46× | 0.52× | ||
| Q1 24 | 4.35× | 0.61× |
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 | $555.0M | $173.7M |
| Free Cash FlowOCF − Capex | $453.0M | $98.7M |
| FCF MarginFCF / Revenue | 18.4% | 6.5% |
| Capex IntensityCapex / Revenue | 4.1% | 5.0% |
| Cash ConversionOCF / Net Profit | 3.58× | 6.02× |
| TTM Free Cash FlowTrailing 4 quarters | $1.4B | $567.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $555.0M | $173.7M | ||
| Q3 25 | $592.0M | $289.1M | ||
| Q2 25 | $449.0M | $262.4M | ||
| Q1 25 | $118.0M | $22.9M | ||
| Q4 24 | $481.0M | $329.6M | ||
| Q3 24 | $540.0M | $22.6M | ||
| Q2 24 | $334.0M | $53.1M | ||
| Q1 24 | $148.0M | $98.3M |
| Q4 25 | $453.0M | $98.7M | ||
| Q3 25 | $531.0M | $240.2M | ||
| Q2 25 | $411.0M | $235.6M | ||
| Q1 25 | $54.0M | $-7.2M | ||
| Q4 24 | $404.0M | $320.4M | ||
| Q3 24 | $485.0M | $15.6M | ||
| Q2 24 | $291.0M | $42.2M | ||
| Q1 24 | $122.0M | $87.8M |
| Q4 25 | 18.4% | 6.5% | ||
| Q3 25 | 21.7% | 17.0% | ||
| Q2 25 | 17.1% | 17.1% | ||
| Q1 25 | 2.6% | -0.6% | ||
| Q4 24 | 17.6% | 30.0% | ||
| Q3 24 | 21.2% | 1.4% | ||
| Q2 24 | 14.0% | 3.7% | ||
| Q1 24 | 7.0% | 8.4% |
| Q4 25 | 4.1% | 5.0% | ||
| Q3 25 | 2.5% | 3.5% | ||
| Q2 25 | 1.6% | 2.0% | ||
| Q1 25 | 3.0% | 2.4% | ||
| Q4 24 | 3.4% | 0.9% | ||
| Q3 24 | 2.4% | 0.6% | ||
| Q2 24 | 2.1% | 1.0% | ||
| Q1 24 | 1.5% | 1.0% |
| Q4 25 | 3.58× | 6.02× | ||
| Q3 25 | 1.36× | 79.63× | ||
| Q2 25 | 1.71× | 13.14× | ||
| Q1 25 | 0.53× | 0.82× | ||
| Q4 24 | 1.33× | — | ||
| Q3 24 | 1.51× | — | ||
| Q2 24 | 0.84× | 65.44× | ||
| Q1 24 | 0.45× | 6.24× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
QSR
| CA | $1.0B | 41% |
| Other | $330.0M | 13% |
| Advertising | $308.0M | 12% |
| Others | $284.0M | 12% |
| Popeyes Louisiana Kitchen | $195.0M | 8% |
| Burger King | $185.0M | 8% |
| Royalty | $87.0M | 4% |
| Firehouse Subs | $59.0M | 2% |
| Franchisor | $7.0M | 0% |
TPC
| State And Local Agencies | $591.1M | 39% |
| Mass Transit | $449.9M | 30% |
| Federal Agencies | $115.0M | 8% |
| Bridges | $100.5M | 7% |
| Military Facilities | $93.1M | 6% |
| Commercial And Industrial Facilities | $46.7M | 3% |
| Detention Facilities | $43.8M | 3% |
| Power And Energy | $35.8M | 2% |
| Multi Unit Residential | $25.9M | 2% |
| Education Facilities | $12.0M | 1% |
| Water | $3.6M | 0% |
