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Side-by-side financial comparison of QXO, Inc. (QXO) and UGI CORP (UGI). Click either name above to swap in a different company.
QXO, Inc. is the larger business by last-quarter revenue ($2.2B vs $2.1B, roughly 1.1× UGI CORP). UGI CORP runs the higher net margin — 14.4% vs -4.1%, a 18.5% gap on every dollar of revenue. On growth, QXO, Inc. posted the faster year-over-year revenue change (14782.6% vs 3.9%).
Brad Jacobs is an American businessman who is chairman and CEO of QXO, Inc.
UGI Corporation is a natural gas and electric power distribution company headquartered in King of Prussia, Pennsylvania, with extensive operations in the United States and Europe.
QXO vs UGI — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $2.2B | $2.1B |
| Net Profit | $-90.3M | $297.0M |
| Gross Margin | — | — |
| Operating Margin | -3.2% | 22.0% |
| Net Margin | -4.1% | 14.4% |
| Revenue YoY | 14782.6% | 3.9% |
| Net Profit YoY | -899.4% | -20.8% |
| EPS (diluted) | $-0.21 | $1.34 |
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 | $2.2B | $2.1B | ||
| Q3 25 | $2.7B | $1.2B | ||
| Q2 25 | $1.9B | $1.4B | ||
| Q1 25 | — | $2.6B | ||
| Q4 24 | — | $2.0B | ||
| Q3 24 | — | $1.2B | ||
| Q2 24 | — | $1.4B | ||
| Q1 24 | — | $2.4B |
| Q4 25 | $-90.3M | $297.0M | ||
| Q3 25 | $-139.4M | $-13.0M | ||
| Q2 25 | $-58.5M | $-163.0M | ||
| Q1 25 | — | $479.0M | ||
| Q4 24 | — | $375.0M | ||
| Q3 24 | — | $-273.0M | ||
| Q2 24 | — | $-48.0M | ||
| Q1 24 | — | $496.0M |
| Q4 25 | — | — | ||
| Q3 25 | 23.3% | — | ||
| Q2 25 | 21.1% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -3.2% | 22.0% | ||
| Q3 25 | 0.9% | 1.1% | ||
| Q2 25 | -8.5% | -6.8% | ||
| Q1 25 | — | 26.6% | ||
| Q4 24 | — | 24.5% | ||
| Q3 24 | — | -20.4% | ||
| Q2 24 | — | 5.0% | ||
| Q1 24 | — | 29.7% |
| Q4 25 | -4.1% | 14.4% | ||
| Q3 25 | -5.1% | -1.1% | ||
| Q2 25 | -3.1% | -12.0% | ||
| Q1 25 | — | 18.2% | ||
| Q4 24 | — | 18.9% | ||
| Q3 24 | — | -22.6% | ||
| Q2 24 | — | -3.6% | ||
| Q1 24 | — | 20.6% |
| Q4 25 | $-0.21 | $1.34 | ||
| Q3 25 | $-0.24 | $-0.08 | ||
| Q2 25 | $-0.15 | $-0.76 | ||
| Q1 25 | — | $2.19 | ||
| Q4 24 | — | $1.74 | ||
| Q3 24 | — | $-1.26 | ||
| Q2 24 | — | $-0.23 | ||
| Q1 24 | — | $2.30 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $2.4B | $251.0M |
| Total DebtLower is stronger | $3.1B | $6.0B |
| Stockholders' EquityBook value | $9.7B | $5.0B |
| Total Assets | $15.9B | $15.8B |
| Debt / EquityLower = less leverage | 0.31× | 1.19× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $2.4B | $251.0M | ||
| Q3 25 | $2.3B | $335.0M | ||
| Q2 25 | $2.3B | $350.0M | ||
| Q1 25 | — | $426.0M | ||
| Q4 24 | — | $240.0M | ||
| Q3 24 | — | $213.0M | ||
| Q2 24 | — | $183.0M | ||
| Q1 24 | — | $263.0M |
| Q4 25 | $3.1B | $6.0B | ||
| Q3 25 | $3.1B | $6.5B | ||
| Q2 25 | $3.1B | $5.7B | ||
| Q1 25 | — | $6.6B | ||
| Q4 24 | — | $6.6B | ||
| Q3 24 | — | $6.4B | ||
| Q2 24 | — | $6.3B | ||
| Q1 24 | — | $6.7B |
| Q4 25 | $9.7B | $5.0B | ||
| Q3 25 | $9.8B | $4.8B | ||
| Q2 25 | $9.9B | $4.9B | ||
| Q1 25 | — | $5.0B | ||
| Q4 24 | — | $4.6B | ||
| Q3 24 | — | $4.3B | ||
| Q2 24 | — | $4.7B | ||
| Q1 24 | — | $4.8B |
| Q4 25 | $15.9B | $15.8B | ||
| Q3 25 | $16.6B | $15.5B | ||
| Q2 25 | $17.1B | $15.4B | ||
| Q1 25 | — | $15.7B | ||
| Q4 24 | — | $15.4B | ||
| Q3 24 | — | $15.1B | ||
| Q2 24 | — | $15.1B | ||
| Q1 24 | — | $15.6B |
| Q4 25 | 0.31× | 1.19× | ||
| Q3 25 | 0.31× | 1.37× | ||
| Q2 25 | 0.31× | 1.17× | ||
| Q1 25 | — | 1.32× | ||
| Q4 24 | — | 1.44× | ||
| Q3 24 | — | 1.48× | ||
| Q2 24 | — | 1.34× | ||
| Q1 24 | — | 1.40× |
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 | $186.6M | $66.0M |
| Free Cash FlowOCF − Capex | — | $-155.0M |
| FCF MarginFCF / Revenue | — | -7.5% |
| Capex IntensityCapex / Revenue | — | 10.7% |
| Cash ConversionOCF / Net Profit | — | 0.22× |
| TTM Free Cash FlowTrailing 4 quarters | — | $282.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $186.6M | $66.0M | ||
| Q3 25 | $212.5M | $90.0M | ||
| Q2 25 | $-174.2M | $289.0M | ||
| Q1 25 | — | $684.0M | ||
| Q4 24 | — | $164.0M | ||
| Q3 24 | — | $151.0M | ||
| Q2 24 | — | $390.0M | ||
| Q1 24 | — | $522.0M |
| Q4 25 | — | $-155.0M | ||
| Q3 25 | $182.4M | $-168.0M | ||
| Q2 25 | — | $67.0M | ||
| Q1 25 | — | $538.0M | ||
| Q4 24 | — | $-47.0M | ||
| Q3 24 | — | $-115.0M | ||
| Q2 24 | — | $185.0M | ||
| Q1 24 | — | $353.0M |
| Q4 25 | — | -7.5% | ||
| Q3 25 | 6.7% | -14.4% | ||
| Q2 25 | — | 4.9% | ||
| Q1 25 | — | 20.4% | ||
| Q4 24 | — | -2.4% | ||
| Q3 24 | — | -9.5% | ||
| Q2 24 | — | 13.7% | ||
| Q1 24 | — | 14.6% |
| Q4 25 | — | 10.7% | ||
| Q3 25 | 1.1% | 22.1% | ||
| Q2 25 | — | 16.3% | ||
| Q1 25 | — | 5.5% | ||
| Q4 24 | — | 10.6% | ||
| Q3 24 | — | 22.0% | ||
| Q2 24 | — | 15.2% | ||
| Q1 24 | — | 7.0% |
| Q4 25 | — | 0.22× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | 1.43× | ||
| Q4 24 | — | 0.44× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 1.05× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
