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Side-by-side financial comparison of Ferguson Enterprises Inc. /DE/ (FERG) and UNITED FIRE GROUP INC (UFCS), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Ferguson Enterprises Inc. /DE/ is the larger business by last-quarter revenue ($8.2B vs $365.8M, roughly 22.3× UNITED FIRE GROUP INC). On growth, UNITED FIRE GROUP INC posted the faster year-over-year revenue change (9.8% vs 5.1%). Over the past eight quarters, UNITED FIRE GROUP INC's revenue compounded faster (11.2% CAGR vs 5.7%).
Ferguson Enterprises Inc., headquartered in Newport News, Virginia and organized in Delaware, is the largest U.S. distributor of plumbing, heating, ventilation and air conditioning (HVAC), appliances, and lighting to pipes, valves and fittings (PVF), and water and wastewater products. The company receives 95% of its revenue in the United States and 5% of its revenue in Canada. The company has 36,000 suppliers and operates from 11 regional distribution centers, four MDCs, approximately 5,900 f...
The United Fruit Company was an American multinational corporation that traded in tropical fruit grown on Latin American plantations and sold in the United States and Europe. The company was formed in 1899 from the merger of the Boston Fruit Company with Minor C. Keith's banana-trading enterprises. It flourished in the early and mid-20th century, and it came to control vast territories and transportation networks in Central America, the Caribbean coast of Colombia, and the West Indies. Althou...
FERG vs UFCS — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $8.2B | $365.8M |
| Net Profit | $570.0M | — |
| Gross Margin | 30.7% | — |
| Operating Margin | 9.4% | 13.2% |
| Net Margin | 7.0% | — |
| Revenue YoY | 5.1% | 9.8% |
| Net Profit YoY | 21.3% | — |
| EPS (diluted) | $2.90 | $1.45 |
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 | $8.2B | $365.8M | ||
| Q3 25 | $8.5B | $354.0M | ||
| Q2 25 | $7.6B | $335.5M | ||
| Q1 25 | $6.9B | $331.1M | ||
| Q4 24 | $7.8B | $333.2M | ||
| Q3 24 | $7.9B | $323.0M | ||
| Q2 24 | $7.3B | $301.2M | ||
| Q1 24 | — | $296.0M |
| Q4 25 | $570.0M | — | ||
| Q3 25 | $700.0M | $39.2M | ||
| Q2 25 | $410.0M | $22.9M | ||
| Q1 25 | $276.0M | $17.7M | ||
| Q4 24 | $470.0M | — | ||
| Q3 24 | $451.0M | $19.7M | ||
| Q2 24 | $443.0M | $-2.7M | ||
| Q1 24 | — | $13.5M |
| Q4 25 | 30.7% | — | ||
| Q3 25 | 31.7% | — | ||
| Q2 25 | 31.0% | — | ||
| Q1 25 | 29.7% | — | ||
| Q4 24 | 30.1% | — | ||
| Q3 24 | 31.0% | — | ||
| Q2 24 | 30.5% | — | ||
| Q1 24 | — | — |
| Q4 25 | 9.4% | 13.2% | ||
| Q3 25 | 10.9% | 13.7% | ||
| Q2 25 | 8.0% | 8.7% | ||
| Q1 25 | 6.0% | 6.6% | ||
| Q4 24 | 8.6% | 11.9% | ||
| Q3 24 | 10.2% | 7.7% | ||
| Q2 24 | 8.6% | -1.3% | ||
| Q1 24 | — | 5.5% |
| Q4 25 | 7.0% | — | ||
| Q3 25 | 8.2% | 11.1% | ||
| Q2 25 | 5.4% | 6.8% | ||
| Q1 25 | 4.0% | 5.3% | ||
| Q4 24 | 6.0% | — | ||
| Q3 24 | 5.7% | 6.1% | ||
| Q2 24 | 6.1% | -0.9% | ||
| Q1 24 | — | 4.6% |
| Q4 25 | $2.90 | $1.45 | ||
| Q3 25 | $3.53 | $1.49 | ||
| Q2 25 | $2.07 | $0.87 | ||
| Q1 25 | $1.38 | $0.67 | ||
| Q4 24 | $2.34 | $1.22 | ||
| Q3 24 | $2.23 | $0.76 | ||
| Q2 24 | $2.18 | $-0.11 | ||
| Q1 24 | — | $0.52 |
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 | $526.0M | $156.3M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $6.1B | $941.2M |
| Total Assets | $17.7B | $3.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $526.0M | $156.3M | ||
| Q3 25 | $674.0M | $233.7M | ||
| Q2 25 | $519.0M | $202.1M | ||
| Q1 25 | $764.0M | $183.7M | ||
| Q4 24 | $601.0M | $200.9M | ||
| Q3 24 | $571.0M | $197.4M | ||
| Q2 24 | — | $153.4M | ||
| Q1 24 | — | $217.8M |
| Q4 25 | — | — | ||
| Q3 25 | $4.2B | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $4.0B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $6.1B | $941.2M | ||
| Q3 25 | $5.8B | $898.7M | ||
| Q2 25 | $5.5B | $845.7M | ||
| Q1 25 | $5.5B | $817.7M | ||
| Q4 24 | $5.7B | $781.5M | ||
| Q3 24 | $5.6B | $785.8M | ||
| Q2 24 | $5.5B | $726.6M | ||
| Q1 24 | — | $736.8M |
| Q4 25 | $17.7B | $3.8B | ||
| Q3 25 | $17.7B | $3.8B | ||
| Q2 25 | $17.3B | $3.7B | ||
| Q1 25 | $16.5B | $3.5B | ||
| Q4 24 | $16.9B | $3.5B | ||
| Q3 24 | $16.6B | $3.5B | ||
| Q2 24 | — | $3.4B | ||
| Q1 24 | — | $3.2B |
| Q4 25 | — | — | ||
| Q3 25 | 0.72× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.70× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | $430.0M | $119.8M |
| Free Cash FlowOCF − Capex | $312.0M | — |
| FCF MarginFCF / Revenue | 3.8% | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 1.4% | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 0.75× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $430.0M | $119.8M | ||
| Q3 25 | $541.0M | $60.8M | ||
| Q2 25 | $682.0M | $53.4M | ||
| Q1 25 | $340.0M | $35.7M | ||
| Q4 24 | $345.0M | $156.3M | ||
| Q3 24 | — | $56.5M | ||
| Q2 24 | — | $91.3M | ||
| Q1 24 | — | $36.2M |
| Q4 25 | $312.0M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $605.0M | — | ||
| Q1 25 | $259.0M | — | ||
| Q4 24 | $268.0M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 3.8% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 7.9% | — | ||
| Q1 25 | 3.8% | — | ||
| Q4 24 | 3.4% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 1.4% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 1.0% | — | ||
| Q1 25 | 1.2% | — | ||
| Q4 24 | 1.0% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.75× | — | ||
| Q3 25 | 0.77× | 1.55× | ||
| Q2 25 | 1.66× | 2.33× | ||
| Q1 25 | 1.23× | 2.02× | ||
| Q4 24 | 0.73× | — | ||
| Q3 24 | — | 2.86× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 2.68× |
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.
