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Side-by-side financial comparison of CULLEN/FROST BANKERS, INC. (CFR) and HANCOCK WHITNEY CORP (HWC), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
HANCOCK WHITNEY CORP is the larger business by last-quarter revenue ($295.0M vs $32.4M, roughly 9.1× CULLEN/FROST BANKERS, INC.). CULLEN/FROST BANKERS, INC. runs the higher net margin — 513.8% vs 16.1%, a 497.7% gap on every dollar of revenue. On growth, CULLEN/FROST BANKERS, INC. posted the faster year-over-year revenue change (15.9% vs -19.7%). Over the past eight quarters, CULLEN/FROST BANKERS, INC.'s revenue compounded faster (14.2% CAGR vs 4.5%).
Frost Bankは米国テキサス州公認の銀行で、本社はサンアントニオに位置し、銀行持株会社カレン/フロスト・バンカーズ・インクの主要子会社です。テキサス州内に200の支店と1750台のATMを展開し、総資産額ベースで米国トップ60の銀行の1つに数えられます。
ハンコック・ホイットニー・コープはアメリカ・ミシシッピ州ガルフポートに本社を置く銀行持株会社で、ミシシッピ、アラバマ、フロリダ、ルイジアナ、テキサスの5州に計237店舗を展開しています。ニューオーリンズ・セインツやルイジアナ州立大学などのスポーツチームのオフィシャルバンクを務め、各チーム公式デビットカードの他、LSUタイガース専用クレジットカードを独占的に発行しています。
CFR vs HWC — Head-to-Head
Income Statement — Q4 2025 vs Q1 2026
| Metric | | |
|---|---|---|
| Revenue | $32.4M | $295.0M |
| Net Profit | $166.3M | $47.4M |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 513.8% | 16.1% |
| Revenue YoY | 15.9% | -19.7% |
| Net Profit YoY | 7.4% | -62.2% |
| EPS (diluted) | $2.56 | $0.57 |
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.
| Q1 26 | — | $295.0M | ||
| Q4 25 | $32.4M | $282.2M | ||
| Q3 25 | $31.4M | $279.7M | ||
| Q2 25 | $29.2M | $277.0M | ||
| Q1 25 | $28.6M | $269.9M | ||
| Q4 24 | $27.9M | $273.6M | ||
| Q3 24 | $27.4M | $271.8M | ||
| Q2 24 | $26.1M | $270.4M |
| Q1 26 | — | $47.4M | ||
| Q4 25 | $166.3M | — | ||
| Q3 25 | $174.4M | $127.5M | ||
| Q2 25 | $157.0M | — | ||
| Q1 25 | $150.9M | — | ||
| Q4 24 | $154.9M | — | ||
| Q3 24 | $146.5M | $115.6M | ||
| Q2 24 | $145.5M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 56.1% | ||
| Q3 25 | — | 57.3% | ||
| Q2 25 | — | 52.2% | ||
| Q1 25 | — | 55.3% | ||
| Q4 24 | — | 55.0% | ||
| Q3 24 | — | 53.4% | ||
| Q2 24 | — | 53.6% |
| Q1 26 | — | 16.1% | ||
| Q4 25 | 513.8% | — | ||
| Q3 25 | 554.6% | 45.6% | ||
| Q2 25 | 538.6% | — | ||
| Q1 25 | 527.3% | — | ||
| Q4 24 | 554.8% | — | ||
| Q3 24 | 534.4% | 42.5% | ||
| Q2 24 | 557.2% | — |
| Q1 26 | — | $0.57 | ||
| Q4 25 | $2.56 | $1.48 | ||
| Q3 25 | $2.67 | $1.49 | ||
| Q2 25 | $2.39 | $1.32 | ||
| Q1 25 | $2.30 | $1.38 | ||
| Q4 24 | $2.36 | $1.40 | ||
| Q3 24 | $2.24 | $1.33 | ||
| Q2 24 | $2.21 | $1.31 |
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 | — | $223.7M |
| Total DebtLower is stronger | — | $1.6B |
| Stockholders' EquityBook value | $4.6B | — |
| Total Assets | $53.0B | $35.5B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q1 26 | — | $223.7M | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $1.6B | ||
| Q4 25 | — | $199.4M | ||
| Q3 25 | — | $210.7M | ||
| Q2 25 | — | $210.6M | ||
| Q1 25 | — | $210.6M | ||
| Q4 24 | — | $210.5M | ||
| Q3 24 | — | $236.4M | ||
| Q2 24 | — | $236.4M |
| Q1 26 | — | — | ||
| Q4 25 | $4.6B | $4.5B | ||
| Q3 25 | $4.5B | $4.5B | ||
| Q2 25 | $4.2B | $4.4B | ||
| Q1 25 | $4.1B | $4.3B | ||
| Q4 24 | $3.9B | $4.1B | ||
| Q3 24 | $4.1B | $4.2B | ||
| Q2 24 | $3.7B | $3.9B |
| Q1 26 | — | $35.5B | ||
| Q4 25 | $53.0B | $35.5B | ||
| Q3 25 | $52.5B | $35.8B | ||
| Q2 25 | $51.4B | $35.2B | ||
| Q1 25 | $52.0B | $34.8B | ||
| Q4 24 | $52.5B | $35.1B | ||
| Q3 24 | $51.0B | $35.2B | ||
| Q2 24 | $48.8B | $35.4B |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.04× | ||
| Q3 25 | — | 0.05× | ||
| Q2 25 | — | 0.05× | ||
| Q1 25 | — | 0.05× | ||
| Q4 24 | — | 0.05× | ||
| Q3 24 | — | 0.06× | ||
| Q2 24 | — | 0.06× |
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 | $180.7M | — |
| Free Cash FlowOCF − Capex | $138.2M | — |
| FCF MarginFCF / Revenue | 427.1% | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 131.4% | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.09× | — |
| TTM Free Cash FlowTrailing 4 quarters | $127.3M | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q1 26 | — | — | ||
| Q4 25 | $180.7M | $153.0M | ||
| Q3 25 | $248.6M | $158.8M | ||
| Q2 25 | $140.8M | $125.8M | ||
| Q1 25 | $-296.1M | $104.2M | ||
| Q4 24 | $64.3M | $191.6M | ||
| Q3 24 | $307.2M | $162.5M | ||
| Q2 24 | $129.6M | $105.0M |
| Q1 26 | — | — | ||
| Q4 25 | $138.2M | $145.9M | ||
| Q3 25 | $211.7M | $155.0M | ||
| Q2 25 | $114.5M | $122.0M | ||
| Q1 25 | $-337.1M | $100.2M | ||
| Q4 24 | $26.7M | $188.8M | ||
| Q3 24 | $281.9M | $158.6M | ||
| Q2 24 | $103.0M | $103.7M |
| Q1 26 | — | — | ||
| Q4 25 | 427.1% | 51.7% | ||
| Q3 25 | 673.2% | 55.4% | ||
| Q2 25 | 392.8% | 44.0% | ||
| Q1 25 | -1177.7% | 37.1% | ||
| Q4 24 | 95.5% | 69.0% | ||
| Q3 24 | 1028.3% | 58.3% | ||
| Q2 24 | 394.3% | 38.4% |
| Q1 26 | — | — | ||
| Q4 25 | 131.4% | 2.5% | ||
| Q3 25 | 117.4% | 1.4% | ||
| Q2 25 | 90.1% | 1.4% | ||
| Q1 25 | 143.1% | 1.5% | ||
| Q4 24 | 134.9% | 1.0% | ||
| Q3 24 | 92.4% | 1.4% | ||
| Q2 24 | 101.9% | 0.5% |
| Q1 26 | — | — | ||
| Q4 25 | 1.09× | — | ||
| Q3 25 | 1.43× | 1.25× | ||
| Q2 25 | 0.90× | — | ||
| Q1 25 | -1.96× | — | ||
| Q4 24 | 0.42× | — | ||
| Q3 24 | 2.10× | 1.41× | ||
| Q2 24 | 0.89× | — |
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.
