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Side-by-side financial comparison of Citigroup (C) and Wells Fargo (WFC), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Wells Fargo is the larger business by last-quarter revenue ($21.3B vs $19.9B, roughly 1.1× Citigroup). Wells Fargo runs the higher net margin — 12.4% vs 25.2%, a 12.7% gap on every dollar of revenue.
Citigroup Inc. or Citi is an American multinational investment bank and financial services company based in New York City. The company was formed in 1998 by the merger of Citicorp, the bank holding company for Citibank, and Travelers; Travelers was spun off from the company in 2002.
Wells Fargo & Company is an American multinational financial services company. The company operates in 35 countries and serves more than 70 million customers worldwide. It is a systemically important financial institution according to the Financial Stability Board, and is considered one of the "Big Four Banks" in the United States, alongside JPMorgan Chase, Bank of America, and Citigroup.
C vs WFC — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $19.9B | $21.3B |
| Net Profit | $2.5B | $5.4B |
| Gross Margin | — | — |
| Operating Margin | 19.2% | 30.7% |
| Net Margin | 12.4% | 25.2% |
| Revenue YoY | — | 4.5% |
| Net Profit YoY | — | 5.6% |
| EPS (diluted) | $1.21 | $1.61 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $19.9B | $21.3B | ||
| Q3 25 | $22.1B | $21.4B | ||
| Q2 25 | $21.7B | $20.8B | ||
| Q1 25 | $21.6B | $20.1B | ||
| Q4 24 | — | $20.4B | ||
| Q3 24 | $20.3B | $20.4B | ||
| Q2 24 | $20.1B | $20.7B | ||
| Q1 24 | $21.1B | $20.9B |
| Q4 25 | $2.5B | $5.4B | ||
| Q3 25 | $3.8B | $5.6B | ||
| Q2 25 | $4.0B | $5.5B | ||
| Q1 25 | $4.1B | $4.9B | ||
| Q4 24 | — | $5.1B | ||
| Q3 24 | $3.2B | $5.1B | ||
| Q2 24 | $3.2B | $4.9B | ||
| Q1 24 | $3.4B | $4.6B |
| Q4 25 | 19.2% | 30.7% | ||
| Q3 25 | 24.2% | 32.2% | ||
| Q2 25 | 24.1% | 30.9% | ||
| Q1 25 | 25.2% | 26.4% | ||
| Q4 24 | — | 26.4% | ||
| Q3 24 | 21.6% | 30.6% | ||
| Q2 24 | 21.4% | 29.8% | ||
| Q1 24 | 21.5% | 26.8% |
| Q4 25 | 12.4% | 25.2% | ||
| Q3 25 | 17.0% | 26.1% | ||
| Q2 25 | 18.5% | 26.4% | ||
| Q1 25 | 18.8% | 24.3% | ||
| Q4 24 | — | 24.9% | ||
| Q3 24 | 15.9% | 25.1% | ||
| Q2 24 | 16.0% | 23.7% | ||
| Q1 24 | 16.0% | 22.1% |
| Q4 25 | $1.21 | $1.61 | ||
| Q3 25 | $1.86 | $1.66 | ||
| Q2 25 | $1.96 | $1.60 | ||
| Q1 25 | $1.96 | $1.39 | ||
| Q4 24 | — | $1.42 | ||
| Q3 24 | $1.51 | $1.42 | ||
| Q2 24 | $1.52 | $1.33 | ||
| Q1 24 | $1.58 | $1.20 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | $315.8B | $174.7B |
| Stockholders' EquityBook value | $212.3B | $181.1B |
| Total Assets | $2657.2B | $2148.6B |
| Debt / EquityLower = less leverage | 1.49× | 0.96× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $315.8B | $174.7B | ||
| Q3 25 | $315.8B | $177.8B | ||
| Q2 25 | $317.8B | $176.2B | ||
| Q1 25 | $295.7B | $173.7B | ||
| Q4 24 | — | $173.1B | ||
| Q3 24 | $299.1B | $182.0B | ||
| Q2 24 | $280.3B | $179.1B | ||
| Q1 24 | $285.5B | $187.8B |
| Q4 25 | $212.3B | $181.1B | ||
| Q3 25 | $213.0B | $181.2B | ||
| Q2 25 | $213.2B | $181.1B | ||
| Q1 25 | $212.4B | $181.1B | ||
| Q4 24 | — | $179.1B | ||
| Q3 24 | $209.1B | $183.3B | ||
| Q2 24 | $208.3B | $176.4B | ||
| Q1 24 | $206.6B | $180.9B |
| Q4 25 | $2657.2B | $2148.6B | ||
| Q3 25 | $2642.5B | $2062.9B | ||
| Q2 25 | $2622.8B | $1981.3B | ||
| Q1 25 | $2571.5B | $1950.3B | ||
| Q4 24 | — | $1929.8B | ||
| Q3 24 | $2430.7B | $1922.1B | ||
| Q2 24 | $2405.7B | $1940.1B | ||
| Q1 24 | $2432.5B | $1959.2B |
| Q4 25 | 1.49× | 0.96× | ||
| Q3 25 | 1.48× | 0.98× | ||
| Q2 25 | 1.49× | 0.97× | ||
| Q1 25 | 1.39× | 0.96× | ||
| Q4 24 | — | 0.97× | ||
| Q3 24 | 1.43× | 0.99× | ||
| Q2 24 | 1.35× | 1.02× | ||
| Q1 24 | 1.38× | 1.04× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $26.6B | $4.1B |
| Free Cash FlowOCF − Capex | $24.9B | — |
| FCF MarginFCF / Revenue | 125.4% | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 8.2% | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 10.75× | 0.77× |
| TTM Free Cash FlowTrailing 4 quarters | $-74.2B | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $26.6B | $4.1B | ||
| Q3 25 | $1.1B | $-869.0M | ||
| Q2 25 | $-36.6B | $-11.2B | ||
| Q1 25 | $-58.7B | $-11.0B | ||
| Q4 24 | — | $8.9B | ||
| Q3 24 | — | $4.2B | ||
| Q2 24 | — | $2.0B | ||
| Q1 24 | $-10.8B | $-12.1B |
| Q4 25 | $24.9B | — | ||
| Q3 25 | $-517.0M | — | ||
| Q2 25 | $-38.3B | — | ||
| Q1 25 | $-60.2B | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $-12.4B | — |
| Q4 25 | 125.4% | — | ||
| Q3 25 | -2.3% | — | ||
| Q2 25 | -176.9% | — | ||
| Q1 25 | -278.9% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | -58.9% | — |
| Q4 25 | 8.2% | — | ||
| Q3 25 | 7.3% | — | ||
| Q2 25 | 8.1% | — | ||
| Q1 25 | 7.0% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | 7.6% | — |
| Q4 25 | 10.75× | 0.77× | ||
| Q3 25 | 0.29× | -0.16× | ||
| Q2 25 | -9.10× | -2.04× | ||
| Q1 25 | -14.45× | -2.26× | ||
| Q4 24 | — | 1.75× | ||
| Q3 24 | — | 0.82× | ||
| Q2 24 | — | 0.42× | ||
| Q1 24 | -3.21× | -2.63× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
C
| Services | $5.9B | 30% |
| Markets | $4.5B | 23% |
| Commissions And Fees | $3.1B | 16% |
| Banking Segment | $2.2B | 11% |
| Wealth | $2.1B | 11% |
| Commercial Portfolio Segment | $1.7B | 9% |
| Brokerage Commissions | $249.0M | 1% |
WFC
| Other | $5.2B | 24% |
| Wealth And Investment Management | $3.4B | 16% |
| Investment Advisory Management And Administrative Service | $2.8B | 13% |
| Corporate And Investment Banking | $2.5B | 12% |
| Consumer Banking And Lending | $2.0B | 10% |
| Commercial Portfolio Segment | $1.1B | 5% |
| Commercial Banking | $1.1B | 5% |
| Credit Card Rewards And Rebates | $859.0M | 4% |
| Investment Advice | $716.0M | 3% |
| Deposit Account | $692.0M | 3% |
| Commissions And Brokerage Service Fees | $657.0M | 3% |
| Trailing Commission | $250.0M | 1% |
