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Side-by-side financial comparison of FULTON FINANCIAL CORP (FULT) and レンディングクラブ (LC), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
FULTON FINANCIAL CORP is the larger business by last-quarter revenue ($336.2M vs $266.5M, roughly 1.3× レンディングクラブ). On growth, レンディングクラブ posted the faster year-over-year revenue change (22.7% vs 4.2%). Over the past eight quarters, FULTON FINANCIAL CORP's revenue compounded faster (72.3% CAGR vs 21.4%).
フルトン・フィナンシャル・コーポレーションは米国の地域金融サービス持株会社で、本社はペンシルベニア州ランカスターに所在し、対象地域において多様な金融関連サービスを提供し、地域金融市場で安定した事業基盤を持っています。
LendingClub Corporationは米国カリフォルニア州サンフランシスコに本社を置く金融サービス企業で、世界で初めて自社商品を証券として登録したP2P融資プラットフォームであり、ローンの二次市場取引にも対応している。全盛期は世界最大のP2P融資プラットフォームで、2015年12月31日時点でプラットフォームを通じた融資実行額は計159億8000万ドルに達した。
FULT vs LC — Head-to-Head
Income Statement — Q1 2026 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $336.2M | $266.5M |
| Net Profit | $94.8M | — |
| Gross Margin | — | — |
| Operating Margin | — | 18.8% |
| Net Margin | 28.2% | — |
| Revenue YoY | 4.2% | 22.7% |
| Net Profit YoY | -4.3% | — |
| EPS (diluted) | $0.55 | $0.36 |
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 | $336.2M | — | ||
| Q4 25 | $70.0M | $266.5M | ||
| Q3 25 | $70.4M | $266.2M | ||
| Q2 25 | $69.1M | $248.4M | ||
| Q1 25 | $67.2M | $217.7M | ||
| Q4 24 | $65.9M | $217.2M | ||
| Q3 24 | $59.7M | $201.9M | ||
| Q2 24 | $113.3M | $187.2M |
| Q1 26 | $94.8M | — | ||
| Q4 25 | $99.0M | — | ||
| Q3 25 | $100.5M | $44.3M | ||
| Q2 25 | $99.2M | $38.2M | ||
| Q1 25 | $93.0M | $11.7M | ||
| Q4 24 | $68.6M | — | ||
| Q3 24 | $63.2M | $14.5M | ||
| Q2 24 | $95.0M | $14.9M |
| Q1 26 | — | — | ||
| Q4 25 | — | 18.8% | ||
| Q3 25 | — | 21.5% | ||
| Q2 25 | — | 21.7% | ||
| Q1 25 | — | 7.2% | ||
| Q4 24 | — | 5.1% | ||
| Q3 24 | — | 8.9% | ||
| Q2 24 | 91.1% | 10.4% |
| Q1 26 | 28.2% | — | ||
| Q4 25 | 141.4% | — | ||
| Q3 25 | 142.7% | 16.6% | ||
| Q2 25 | 143.5% | 15.4% | ||
| Q1 25 | 138.3% | 5.4% | ||
| Q4 24 | 104.1% | — | ||
| Q3 24 | 105.9% | 7.2% | ||
| Q2 24 | 83.8% | 8.0% |
| Q1 26 | $0.55 | — | ||
| Q4 25 | $0.53 | $0.36 | ||
| Q3 25 | $0.53 | $0.37 | ||
| Q2 25 | $0.53 | $0.33 | ||
| Q1 25 | $0.49 | $0.10 | ||
| Q4 24 | $0.36 | $0.08 | ||
| Q3 24 | $0.33 | $0.13 | ||
| Q2 24 | $0.52 | $0.13 |
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 | — | $0 |
| Stockholders' EquityBook value | $3.5B | $1.5B |
| Total Assets | $32.2B | $11.6B |
| Debt / EquityLower = less leverage | — | 0.00× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q1 26 | — | — | ||
| Q4 25 | — | $0 | ||
| Q3 25 | — | $0 | ||
| Q2 25 | — | $0 | ||
| Q1 25 | — | $0 | ||
| Q4 24 | — | $0 | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $3.5B | — | ||
| Q4 25 | $3.5B | $1.5B | ||
| Q3 25 | $3.4B | $1.5B | ||
| Q2 25 | $3.3B | $1.4B | ||
| Q1 25 | $3.3B | $1.4B | ||
| Q4 24 | $3.2B | $1.3B | ||
| Q3 24 | $3.2B | $1.3B | ||
| Q2 24 | $3.1B | $1.3B |
| Q1 26 | $32.2B | — | ||
| Q4 25 | $32.1B | $11.6B | ||
| Q3 25 | $32.0B | $11.1B | ||
| Q2 25 | $32.0B | $10.8B | ||
| Q1 25 | $32.1B | $10.5B | ||
| Q4 24 | $32.1B | $10.6B | ||
| Q3 24 | $32.2B | $11.0B | ||
| Q2 24 | $31.8B | $9.6B |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.00× | ||
| Q3 25 | — | 0.00× | ||
| Q2 25 | — | 0.00× | ||
| Q1 25 | — | 0.00× | ||
| Q4 24 | — | 0.00× | ||
| Q3 24 | — | — | ||
| Q2 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 | — | $-903.8M |
| Free Cash FlowOCF − Capex | — | $-919.3M |
| FCF MarginFCF / Revenue | — | -345.0% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | 5.8% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-2.9B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q1 26 | — | — | ||
| Q4 25 | $96.0M | $-903.8M | ||
| Q3 25 | $116.1M | $-770.8M | ||
| Q2 25 | $91.7M | $-713.1M | ||
| Q1 25 | $703.0K | $-339.3M | ||
| Q4 24 | $127.9M | $-185.4M | ||
| Q3 24 | $-32.4M | $-669.8M | ||
| Q2 24 | $168.1M | $-932.5M |
| Q1 26 | — | — | ||
| Q4 25 | — | $-919.3M | ||
| Q3 25 | — | $-791.8M | ||
| Q2 25 | — | $-803.8M | ||
| Q1 25 | — | $-352.3M | ||
| Q4 24 | — | $-202.6M | ||
| Q3 24 | — | $-682.3M | ||
| Q2 24 | — | $-945.3M |
| Q1 26 | — | — | ||
| Q4 25 | — | -345.0% | ||
| Q3 25 | — | -297.4% | ||
| Q2 25 | — | -323.5% | ||
| Q1 25 | — | -161.8% | ||
| Q4 24 | — | -93.3% | ||
| Q3 24 | — | -338.0% | ||
| Q2 24 | — | -504.9% |
| Q1 26 | — | — | ||
| Q4 25 | — | 5.8% | ||
| Q3 25 | — | 7.9% | ||
| Q2 25 | — | 36.5% | ||
| Q1 25 | — | 6.0% | ||
| Q4 24 | — | 7.9% | ||
| Q3 24 | — | 6.2% | ||
| Q2 24 | — | 6.9% |
| Q1 26 | — | — | ||
| Q4 25 | 0.97× | — | ||
| Q3 25 | 1.16× | -17.41× | ||
| Q2 25 | 0.92× | -18.68× | ||
| Q1 25 | 0.01× | -29.07× | ||
| Q4 24 | 1.86× | — | ||
| Q3 24 | -0.51× | -46.33× | ||
| Q2 24 | 1.77× | -62.57× |
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
FULT
Segment breakdown not available.
LC
| Lending Club Bank | $162.8M | 61% |
| Other | $82.3M | 31% |
| Servicing Fees | $12.8M | 5% |
| Lending Club Corporation | $8.5M | 3% |
