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Side-by-side financial comparison of Ulta Beauty (ULTA) and W. R. Berkley Corporation (WRB). Click either name above to swap in a different company.
W. R. Berkley Corporation is the larger business by last-quarter revenue ($3.7B vs $2.9B, roughly 1.3× Ulta Beauty). W. R. Berkley Corporation runs the higher net margin — 14.0% vs 8.1%, a 5.9% gap on every dollar of revenue. On growth, Ulta Beauty posted the faster year-over-year revenue change (12.9% vs 4.0%). Over the past eight quarters, Ulta Beauty's revenue compounded faster (7.2% CAGR vs 5.5%).
Ulta Beauty, Inc., formerly known as Ulta Salon, Cosmetics & Fragrance Inc. and before 2000 as Ulta3, is an American chain of cosmetic stores headquartered in Bolingbrook, Illinois. Ulta Beauty carries both high- and low-end cosmetics, fragrances, nail products, bath and body products, beauty tools and haircare products. Each location has a beauty salon available to the public.
William Robert Berkley is the founder and current chairman of W. R. Berkley Corporation and the chairman of the New York University Board of Trustees.
ULTA vs WRB — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $2.9B | $3.7B |
| Net Profit | $230.9M | $515.2M |
| Gross Margin | 40.4% | — |
| Operating Margin | 10.8% | — |
| Net Margin | 8.1% | 14.0% |
| Revenue YoY | 12.9% | 4.0% |
| Net Profit YoY | -4.7% | 23.4% |
| EPS (diluted) | $5.14 | $1.31 |
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 | — | $3.7B | ||
| Q4 25 | $2.9B | $3.7B | ||
| Q3 25 | $2.8B | $3.8B | ||
| Q2 25 | $2.8B | $3.7B | ||
| Q1 25 | — | $3.5B | ||
| Q4 24 | $2.5B | $3.7B | ||
| Q3 24 | $2.6B | $3.4B | ||
| Q2 24 | $2.7B | $3.3B |
| Q1 26 | — | $515.2M | ||
| Q4 25 | $230.9M | $449.5M | ||
| Q3 25 | $260.9M | $511.0M | ||
| Q2 25 | $305.1M | $401.3M | ||
| Q1 25 | — | $417.6M | ||
| Q4 24 | $242.2M | $576.1M | ||
| Q3 24 | $252.6M | $365.6M | ||
| Q2 24 | $313.1M | $371.9M |
| Q1 26 | — | — | ||
| Q4 25 | 40.4% | — | ||
| Q3 25 | 39.2% | — | ||
| Q2 25 | 39.1% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 39.7% | — | ||
| Q3 24 | 38.3% | — | ||
| Q2 24 | 39.2% | — |
| Q1 26 | — | — | ||
| Q4 25 | 10.8% | 15.4% | ||
| Q3 25 | 12.4% | 17.2% | ||
| Q2 25 | 14.1% | 14.2% | ||
| Q1 25 | — | 15.2% | ||
| Q4 24 | 12.6% | 19.9% | ||
| Q3 24 | 12.9% | 14.0% | ||
| Q2 24 | 14.7% | 14.7% |
| Q1 26 | — | 14.0% | ||
| Q4 25 | 8.1% | 12.1% | ||
| Q3 25 | 9.4% | 13.6% | ||
| Q2 25 | 10.7% | 10.9% | ||
| Q1 25 | — | 11.8% | ||
| Q4 24 | 9.6% | 15.7% | ||
| Q3 24 | 9.9% | 10.8% | ||
| Q2 24 | 11.5% | 11.2% |
| Q1 26 | — | $1.31 | ||
| Q4 25 | $5.14 | $1.13 | ||
| Q3 25 | $5.78 | $1.28 | ||
| Q2 25 | $6.70 | $1.00 | ||
| Q1 25 | — | $1.04 | ||
| Q4 24 | $5.14 | $0.89 | ||
| Q3 24 | $5.30 | $0.91 | ||
| Q2 24 | $6.47 | $0.92 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $204.9M | $2.1B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $2.6B | — |
| Total Assets | $7.0B | $44.3B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $2.1B | ||
| Q4 25 | $204.9M | $2.5B | ||
| Q3 25 | $242.7M | $2.4B | ||
| Q2 25 | $454.6M | $2.0B | ||
| Q1 25 | — | $1.7B | ||
| Q4 24 | $177.8M | $2.0B | ||
| Q3 24 | $414.0M | $1.6B | ||
| Q2 24 | $524.6M | $1.6B |
| Q1 26 | — | — | ||
| Q4 25 | $2.6B | $9.7B | ||
| Q3 25 | $2.6B | $9.8B | ||
| Q2 25 | $2.4B | $9.3B | ||
| Q1 25 | — | $8.9B | ||
| Q4 24 | $2.3B | $8.4B | ||
| Q3 24 | $2.3B | $8.4B | ||
| Q2 24 | $2.3B | $7.8B |
| Q1 26 | — | $44.3B | ||
| Q4 25 | $7.0B | $44.1B | ||
| Q3 25 | $6.6B | $43.7B | ||
| Q2 25 | $6.0B | $42.7B | ||
| Q1 25 | — | $41.3B | ||
| Q4 24 | $6.0B | $40.6B | ||
| Q3 24 | $5.7B | $40.4B | ||
| Q2 24 | $5.6B | $38.9B |
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 | $5.6M | — |
| Free Cash FlowOCF − Capex | $-81.6M | — |
| FCF MarginFCF / Revenue | -2.9% | — |
| Capex IntensityCapex / Revenue | 3.1% | — |
| Cash ConversionOCF / Net Profit | 0.02× | — |
| TTM Free Cash FlowTrailing 4 quarters | $-92.2M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $5.6M | $995.1M | ||
| Q3 25 | $96.5M | $1.1B | ||
| Q2 25 | $220.0M | $703.8M | ||
| Q1 25 | — | $743.8M | ||
| Q4 24 | $-56.8M | $810.0M | ||
| Q3 24 | $199.5M | $1.2B | ||
| Q2 24 | $159.3M | $881.3M |
| Q1 26 | — | — | ||
| Q4 25 | $-81.6M | — | ||
| Q3 25 | $19.6M | — | ||
| Q2 25 | $141.0M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $-171.1M | — | ||
| Q3 24 | $104.3M | — | ||
| Q2 24 | $68.3M | — |
| Q1 26 | — | — | ||
| Q4 25 | -2.9% | — | ||
| Q3 25 | 0.7% | — | ||
| Q2 25 | 4.9% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | -6.8% | — | ||
| Q3 24 | 4.1% | — | ||
| Q2 24 | 2.5% | — |
| Q1 26 | — | — | ||
| Q4 25 | 3.1% | — | ||
| Q3 25 | 2.8% | — | ||
| Q2 25 | 2.8% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 4.5% | — | ||
| Q3 24 | 3.7% | — | ||
| Q2 24 | 3.3% | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.02× | 2.21× | ||
| Q3 25 | 0.37× | 2.23× | ||
| Q2 25 | 0.72× | 1.75× | ||
| Q1 25 | — | 1.78× | ||
| Q4 24 | -0.23× | 1.41× | ||
| Q3 24 | 0.79× | 3.39× | ||
| Q2 24 | 0.51× | 2.37× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
